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Business practice and culture of business strongly differ depending on the country therefore it is rather difficult to make essential generalizations. However the methods of classification given above will help the manager to expect some features of business culture of this or that country that subsequently, supported with own observation and aspiration to adapt the behavior, will promote creation of a strong basis for development of effective cooperation with representatives of other cultures.
To be ready to business with foreign partners, it is necessary not only to possess the actual knowledge of features of culture of the country and to show to partners the awareness, but also to possess skills of interpretation. The knowledge of business culture, specifics of management, methods of control of the country and desire to adapt to existing distinctions is an important component of success in the international market.
The accounting of psychological and сross-cultural features of foreign partners is the most important component of success of foreign economic activity of the enterprise pledge of formation of long-term and mutually beneficial cooperation.
The understanding of importance of studying of cross-cultural behavioral features of representatives of various national cultures everywhere admits today foreign literature on management. With some delay this understanding comes to our country.
Ability to define, to what type administrative culture belongs the company of your partners; what behavioral features of people in general and businessmen in particular are characteristic for this country: as human relations are under construction in this or that country: as belong at the right time — all this will help you to choose the correct line of behavior, to win an arrangement and friendship of partners quicker.
And if to speak about a situation of cross-cultural management in Kazakhstan, it is at a development stage, as well as the country. Our government takes measures for successful maintaining as foreign and internal affairs between various ethnos, the nations. The main emphasis is placed on that there were no conflicts between representatives of various nationalities, cultures etc.
To be ready to business with foreign partners, it is necessary not only to possess the actual knowledge of features of culture of the country and to show to partners the awareness, but also to possess skills of interpretation. The knowledge of business culture, specifics of management, methods of control of the country and desire to adapt to existing distinctions is an important component of success in the international market.
Toyota
It is interesting that Japanese corporations are in a leading position in the ranking of the largest advertisers. Toyota Motor keeps the fifth position, spending in 2012 3,2 billion dollars. in various promotional campaign. The company is ahead of the American авторпоизводитель General Motors, spend $ 3,6 billion dollars. The leaders are followed by Ford Motor with an indicator of 2.4 billion dollars, Volkswagen AG, having spent 2,3 billion dollars. and the Japanese concerns Honda Motor and Nissan Motor with the cost of 2,2млрд.долл. and 1.7 billion dollars. respectively. A more detailed picture of the study will help to make statistical Annex table 1.
Statistical data confirm that the Japanese automakers are betting on the awareness of their brand, and product quality. Japanese conquer new markets are relatively low prices and high quality. Setting prices at an affordable level is made possible by the fact that the markets of different countries, are seen by the companies as separate centres to generate profit, but rather as an opportunity to achieve global efficiency. Their priority is technological innovation, product standardization, development of new models and expansion of business and increase market share.
Prioritising the possibility of reducing the price, Japanese automakers pay relatively little attention to product differentiation or expand the product line. It clearly meets the global strategy of standardization, where adaptation to the peculiarities of the concrete markets sacrificed to the loyal price policy. The range available to European consumers, is limited to the still need to supply long distance, as the production capacity of the European plants are not yet able to fully satisfy the demand. For example, according to the annual report Toyota Motor Corporation (see Table 2) number of industrial enterprises in the region almost in 4 times less the number of distributors of cars of this brand. The reverse situation is observed only in North America, the market of which the company has been able successfully to economical cars in the early 1970s (in the period of the first energy crisis), and native to Asia. With access to the European market, Toyota has been late, having built its first plant in the UK in 1992.
Distribution of industrial enterprises and distributors of the company Toyota in regions of the
world, 2012.
| Region | Number of industrial enterprises | The number of distributors |
| North America | ||
| Latin America | ||
| Europe | ||
| Africa | ||
| Asia (except Japan) | ||
| Oceania | ||
| Middle East | ||
| Total (foreign trade) |
Experts point out another secret of the success of Japanese automotive companies. In order to adequately manage to combine the strategy for the integration and specialization (adaptation) than European competitors by creating a number of models on a single technical platform. Famous Japanese system of economic production (lean production techniques) provides companies with the opportunity to produce a larger number of models on the basis of one production centre. Following the standardization strategy is in this case to generate demand for a versatile product that is responsible, however, the basic requirements of a specific market. Compliance with the requirements of the European market is achieved at the expense of constant improvement of existing models. For example, the Toyota group every two years improving the performance of the product, and every four years, turns a car model to the new one. Adhering to this strategy, Toyota has achieved success in managing the lifecycle of the product (introducing product and saving it on the growing stage, not giving to Mature and reach of decline).
As seen from the graph above, Japan is today the leading importer of passenger cars in the countries of the European region. Illogical at first glance, it seems Turkey's presence in the top three. The fact is that today the six automobile giants (Toyota, Honda, Hyundai, Fiat, Ford and Renault) launched on the territory of the country of their plants some models of the product line, and some (Audi, Mercedes) seem to have the parts for their vehicles.
Speaking about the structure of Japanese imports to the territory of the European region, it is worth noting that the nature of the demand not globally uniform. From a statistical table Japanese automobile Association should, Germany and the United Kingdom are the largest importers of cars from Japan. However, these imports are for the most part vehicles comprise a standard size. Class cars mini never been so popular as in France. In 2011, the country put 6,815 mini cars of the Japanese manufacture (the rest of the demand is met through production plants on the territory of the EU). Nearest 10 times inferior to the French, the value of the index showed Germany. Just a compact car of average size are also popular in Germany, great Britain, Italy and Austria. The largest importer of Japanese cars in the European region is Russia. In 2011 in our country was delivered 352,689 Japanese cars, which is three times higher than imports in Germany. The General character of the Europeans demand for passenger cars of different dimensions is presented on the chart below.
Car sales by category on the territory of the European Union 1994-2011
According to the schedule, the demand for compact cars (class A and B)which are the pearl of the model range of Toyota, in 2011 amounted to 34% of the total number of cars sold in Europe. This suggests that small cars is 1.5 times more popular than their larger analogues class C.
Summary in this part of the research, the author concludes that the Japanese automakers win their consumers, first of all, moderate price policy (which becomes possible due to the strategy of economic production) and the first-class quality of its vehicles. Following the global standardization strategy models, companies, however, are sensitive to the features of the European market and constantly improve the classic model, adapting them to the main market trends.
In this part of the research we have analyzed the main trends in the development of the European automobile market, and revealed a trend of growth of demand for environmentally friendly cars
The company Toyota has developed its market strategy at different levels - global, regional and national levels based on the assessment of the needs of the client. One of the key factors for the design strategy of segmentation, targeting and positioning Toyota is always an analysis of the market, the economy, the purchasing power of the target audience and consumer preferences
Fundamental elements and simultaneously benchmarks marketing planning Toyota, led the company to gain trust of clients, are the indicators:
• Ecological purity of the product
• Product safety
• Low operational costs of the product
• Quality of after sales service
In 2010, the company set an ambitious goal of 15% share of the global market by 2015. In this connection, the European market takes a special strategic importance. Sales in Europe is quite sensitive to external circumstances in the economic environment before falling to the level of 9-year-old rose almost twice.
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