Cross Cultural Differences and Online Training for Overseas Channels in Asia: A Case Study of a Semiconductor Company
Date Issued
2015
Date
2015
Author(s)
Lin, Chia-Szu
Abstract
Cross-national channel partnerships are on the rise, and divergent cultures may engender higher costs and heightened misunderstandings, which have a deleterious effect on channel performance. Distribution channels often carry products from more than one supplier; therefore, it is imperative that the supplying firm can gain market share and mind share of their distributors. Multinational corporations need to motivate their indirect salesforce with effective incentives, and provide them with customized selling tools. This study explores the extent to which different training styles or programs, predicated on Hofstede’s Dimensions of National Culture and Trompenaars and HampdenTurner''s Seven Dimensions, can be effective strategies in managing international distribution channels. It is a study on how cultural differences may affect the needs of a multinational corporation’s distribution channels in Taiwan, Japan, and Singapore. An analysis of the training program for a MNC’s Asian Pacific distribution channels is conducted. Whether customization should be considered while designing distributor training programs is investigated. The findings indicate that different countries have distinct cultural traits, therefore, strategies and a customized model are proposed based on the case study and interview results. Finally, international channel training implications and directions for future research are suggested.
Subjects
Cross Cultural Differences
Online Training
Semiconductor Distribution Channels
Customized Channel Training
Type
thesis
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