How Multinational Corporations Use Intercultural Knowledge In International Marketing

【Abstract】The success of an enterprise depends not only on its productive capacity， but also on its cultural capabilities. And cultural factors have become an important factor affecting the transnational operation of enterprises. A multinational company wants to gain economic benefits in other countries or regions， not only to have high economic， technical and managerial level， but also to have a deep understanding of the culture of the target country， so as to make their products occupy a niche in the international market. This paper discusses the impact of cross-cultural factors on enterprises and finally tries to put forward a series of suggestions.

【Keywords】intercultural； multinational marketing； the enlightenment to enterprises

Ⅰ. Customer oriented market research

Adequate market research is the precursor to sound decision making. Multinational companies localization strategy must be based on the host country market on the basis of full investigation. Because of the different cultural backgrounds， consumers in different countries have different consumption habits. They have different requirements to the products appearance， function， quality， brand， after-sales service， and even taboos， color and advertising. This requires multinational companies investigate and understand the local market consumers consumer motivation and behavior patterns.

Ⅱ. Localization and innovation of products

Multinational companies with high-quality products and strong brands in the global market are the powerful weapons for competitors， but they can not ignore the characteristics of the local market and consumer preferences. A real multinational company should take root and grow in the host country and finally achieve a full localization in order to become truly international multinational companies.

Ⅲ. Effective intercultural business communication

All business activities are inseparable from the communication. In an international or global economic environment， the exchange of information， exchange of ideas， decision-making， negotiation and other activities are based on the successful communication between two managers from two different cultures.

Ⅳ. Intercultural negotiation

International business negotiation is a process of different countries and regions of the parties through information exchange to achieve a transaction in international business activities. All elements of the negotiations are directly related to culture. Only we have a good understanding of the cultural factors in business negotiations， we can take the initiative in international business negotiations and stand in victorious land.

Ⅴ. Intercultural management：

ⅰ. Staff training，

The people from the home country are not familiar with the local language and culture， the way of doing things， and local managers are often difficult to bridge the role of the parent and the subsidiary. Therefore， it is necessary to carry out culturally adaptive training.

ⅱ. Localization of human resources

Human localization is the most fundamental and profound localization. Multinational companies need a number of talents who are familiar with local political， economic and cultural. To make the companys behavior be in lined with the national conditions of the country in order to ensure smooth operation of the company.

ⅲ. Establish efficient marketing integrated system

Multinational companies should establish a highly efficient marketing overall system and enhance the competitiveness. Selecting managers who are familiar with the cultural environment of the host country to develop work standards in line with the actual situation of the host country.

Conclusion： As the process of economic globalization continues to accelerate， any country that wants to achieve rapid development in todays society must seize the opportunities of economic globalization. In short， intercultural marketing is using cultural advantages to eliminate intercultural conflicts and the strategic choice of successful multinational operations. Seeking the common development of harmony， coexistence and win-win mode in the age of world integration has become the inevitable trend of historical progress in the new century.

參考文獻(xiàn)：

[1]李建欣.跨國(guó)企業(yè)的跨文化管理研究[D].哈爾濱工程大學(xué)， 2004.01.02.

[2]曹慧平，孟慶超.跨國(guó)公司本土化戰(zhàn)略及其對(duì)我國(guó)企業(yè)的啟示[J].黑龍江對(duì)外經(jīng)貿(mào)，2007.12.25.

[3]竇衛(wèi)霖.跨文化商務(wù)交際（第二版）[M].北京.高等教育出版社， 2011.05.

[4]劉越.文化因素對(duì)國(guó)際商務(wù)談判的影響[D].吉林大學(xué)，2009. 10.01.

作者簡(jiǎn)介： 潘蓓蓓（1996-）， 女， 漢族， 安徽六安人， 安徽財(cái)經(jīng)大學(xué)外國(guó)語(yǔ)學(xué)院2014級(jí)商務(wù)英語(yǔ)專業(yè)本科在讀。