Table of Contents

Introduction. 3

Where did the company go wrong. 4

How could you help the company better understand this cross-cultural problem.. 5

Intercultural theories. 7

An advice to the company. 9

Recommendations. 10

Conclusion. 11

References. 12

 

 

Introduction

For many businesses, the prospect of entering emerging economies can be an intriguing and intriguing opportunity. Yet, breaking into a new market necessitates thorough research, familiarity with regional traditions, and the capacity to adjust to the particular difficulties and chances presented by the area. This was the situation for a Minneapolis-based US fertilizer firm that decided to enter the East African third-world market. The company's marketing plan involved giving away free bags of fertilizer to rural farmers after doing research and creating locally useful fertilizer products. But, when the offer was rejected by neighborhood residents, the marketing team encountered unforeseen difficulties.

 

Where did the company go wrong

The US fertilizer manufacturer's attempt to grow its clientele in a developing country was unsuccessful for several reasons. First off, the corporation developed inefficient marketing techniques as a result of its failure to comprehend the native customs and economic climate. Second, the lack of consideration given by the firm to the local farmers' customs and farming methods led to a lack of enthusiasm for the novel product. It was a wise move on the part of the corporation to send a group of agricultural scientists to East Africa to examine the soils, climate, and topography to create fertilizers that work well in that region (Barmeyer and Franklin, 2017) The marketing team believed that the farmers would be astonished by the sharp rise in crop productivity and would tell their friends, family, and neighbors about it. Yet they overlooked the possibility that now the farmers could have been dubious about the product, viewing it as a marketing ploy (Kusumaningputri, and Widodo, 2018). In addition, it's possible that the farmers were unwilling to experiment with a new product because they lacked information or experience. Last but not least, the corporation made the mistake of assuming that the locals were either unaware of the advantages of the new product or disinterested in helping them grow more food (Berry, 2017).  The business was unable to comprehend the customs and farming methods that were already in place. The US fertilizer manufacturer's attempt to grow its business in a developing country was unsuccessful because it lacked knowledge of the community's cultural and economic situation, its farming techniques and customs, and its marketing approach. The business may have created more successful marketing plans that might have been well-received by the nearby farmers if it had considered these variables (Bleicher et.al, 2019).

Data on international organizations  International organizations (IOs) are institutions created by the consent of sovereign states to advance collaboration on a range of issues, including security, human rights, environmental protection, and economic development. The United Nations (UN), World Health Organization (WHO), World Bank, International Monetary Fund (IMF), World Trade Organization (WTO), and the European Union are some of the most well-known IOs. (EU). These organizations all share the objective of promoting global challenges and international collaboration, despite having various mandates, buildings, and membership requirements. Additionally, IOs are crucial in establishing international standards and laws as well as in giving member states a forum for discussion and negotiation.

 

How could you help the company better understand this cross-cultural problem

The scenario's situation emphasizes a cross-cultural challenge that the US fertilizer manufacturer must deal with. The farmers rejected the offer of complimentary fertilizer because the company's marketing approach did not connect with the intended market. Here are some ideas that might assist the business to comprehend this issue: (Friedrichs, 2016).

• Perform a cultural analysis: It's critical to comprehend the society, values, beliefs, and sentiments of the target audience before starting a promotional campaign in a foreign market. To comprehend the farmers and their tastes better, the business might have performed a cultural analysis. They could have adjusted their marketing plan in light of this. They could have served as a link between the business and the intended market, helping to establish trust and trustworthiness with the local farmers (Bolten, 2020).
   
• Participate in the community: To make sure that the fertilizer product satisfies the unique requirements and tastes of the farmers, the company could have included the neighborhood in the process of product development. Participating in the neighborhood in the procedure would have also aided in cultivating a sense of trust and ownership among some of the farmers (Li et.al, 2018).
   
• Addressing farmer concerns: It's critical to comprehend the issues and difficulties that local farmers are facing. These issues could have been handled in the company's marketing plan by emphasizing how the fertilizer product can aid in resolving them and enhancing crop productivity (Sattorovich, 2020).
   
• Educate the farmers: To ensure that farmers were aware of the advantages of using fertilizer, the business could have launched educational initiatives. This would have contributed to spreading knowledge and boosting acceptance rates. The business could have developed a more successful marketing plan if it had conducted a cultural study, used local intermediaries, involved the community, addressed farmers' concerns, and educated them (Wang Guénier, 2020).

 The case study illustrates the difficulties that can be encountered when managing mergers and joint ventures across cultures. One problem is a mismatch between the company's offerings and the needs of the target market due to a lack of knowledge of regional traditions, values, and needs. The presumption that the target marketplace would react favorably to a marketing strategy in the Western tradition presents another difficulty. Misunderstandings and mistrust may also result from decision-making that excludes local collaborators and stakeholders. Deep cultural understanding, dedication to working with local partners, and a readiness to adjust to local requirements and preferences are all necessary for effective cross-cultural management.

 

 

Intercultural theories

The situation mentioned above demonstrates how crucial cross-cultural communication is in the workplace. Lack of knowledge of the local society and its values is a contributing factor in the marketing strategy's failure. The business believed that giving away free fertilizer would be sufficient to persuade the neighborhood farmers to try one‘s product, but they neglected to take into account the cultural setting.Hofstede's cultural dimensions theory is one international theory that can assist in explaining this circumstance. This theory holds that various cultures have distinctive ideals, attitudes, and ideas that influence behavior. The individualism vs. collectivism dichotomy is one of this theory's aspects. People in individualistic societies, like the United States, frequently place a higher value on their own goals and accomplishments than those of the group. In collectively minded societies like People in many African nations place a higher value on group allegiance and harmony than on self-interest. In the aforementioned example, the marketing strategy ignored the collectivistic values of the local society in favor of individual benefits, such as increased crop productivity.. This could entail conducting an in-depth study, speaking with local authorities, and customizing goods and services to fit regional requirements and values. Building effective cross-cultural relationships requires. The adoption of novel ideas or goods by individuals and social groups is explained by the diffusion of Innovation theory. This theory states that there are five phases to the adoption process: awareness, interest, evaluation, trial, and adaptation (Brooks and Pitts, 2016). According to the idea, early adopters are typically creative, risk-takers, and information-advantaged individuals. The case demonstrates a cultural clash between East African farmers and the US fertilizer business (Pikhart, 2017).  The business management strategy is centered on highlighting the advantages of its product with the hope that offering free samples will persuade farms to purchase it. This management method reflects the individualized, task-oriented management style that is common in Western cultures and places a premium on effectiveness and quantifiable results (Matveev, 2017).

 

Management behavior

On the other hand, a collectivistic, relationship-focused society that values collective decision-making and esteem for authority shapes the behavior of East African farmers. It's possible that the farmers declined the offer of free fertilizer out of a sense of duty to seek advice from their families and local authorities before making any significant modifications to their farming methods.The business must implement new practices to overcome this cultural gap. a more relational, interactive marketing strategy that considers the context and ideals of the local area. This could entail working together with neighborhood farmers, civic leaders, and extension specialists in agriculture to jointly develop and market the good while highlighting how it is pertinent to their goals and needs.

 

 

Advice to the company

It is commendable that the business is making an effort to break into the East African market and increase crop output. However, it appears that the marketing approach used was unsuccessful. The presumption that the rise in crop productivity would impress rural farmers and persuade them to tell others is incorrect. The business must therefore reconsider its strategy and create a new marketing plan. The business must first comprehend the social and cultural context of the target audience. It is critical to comprehend the needs and priorities of the local population to develop a marketing strategy that will meet those needs (Okech, 2016). To better understand the requirements and challenges, the business should carry out market research and speak with area farmers as well as agricultural extension officers of rural farmers. The business also needs to establish a reputation and trust with the neighborhood farmers. East African small-scale farmers might be leery of free goods or international businesses. As a result, the business must interact with the community, forge bonds, and earn confidence. To present the goods and foster confidence with the local farmers, the business could work with community leaders, NGOs, or NGOs in the area. The business should also inform the farmers about the advantages of fertilizer and the way it may increase crop output (Zakaria, 2017). The marketing plan should be customized for the local market, using understandable visuals and straightforward language. To make the product more relatable to local consumers, the marketing team could use native dialects and integrate local knowledge and practices. The business must rethink its strategy and create a fresh marketing plan that is sensitive to social and cultural contexts, fosters confidence and trust, and informs farmers about the advantages of the product. By doing this, the business will be able to effectively penetrate the East African market and raise farmers' (Ozlem, 2020).

 

 

Recommendations

It was a smart plan to introduce the item to the marketplace with the initial marketing plan of giving free fertilizer to farmers in rural areas. However, the locals' lack of curiosity and acceptance indicates some underlying issues need to be resolved. The fertilizer business needs to do more study to comprehend the societal, economic, and social factors that affect the target market's decision-making process rather than writing off the locals as uninterested or ignorant. The fertilizer company should consult local experts, including horticulturists, farmers, and local leaders, to acquire knowledge of the region's farming practices, soil types, crop yields, and consumer preferences to increase the likelihood that this endeavor will be successful. This will facilitate merchandise customization. to the unique requirements and tastes of the neighborhood farmers. To inform farmers about the advantages of using the new fertilizer and how it can increase crop yields and incomes, the business should also engage in awareness-raising and education campaigns. The business should also look into alternative methods of distribution, like collaborating with regional cooperatives, farmer associations, or non-governmental organizations (NGOs) with established networks and a good reputation in the area. This will support the development of the product's reliability and trustworthiness, both of which are essential for the marketing strategy's success. the fertilizer company needs to grasp the local market more comprehensively and adjust its marketing plan accordingly. The business can improve its odds of success in the East African market by collaborating with local specialists, making investments in awareness-raising and education campaigns, and looking into alternative distribution channels.

 

 

Conclusion

The US fertilizer manufacturer's marketing plan in East Africa was flawed because it did not take into account the social and cultural context of the area. It was ineffective to promote the product by giving free fertilizer to farmers in rural areas without first understanding their needs, goals, and attitudes. It was incorrect to assume that farmers would be moved by the improvement in crop output and tell others about it because it neglected to take into account the significance of social channels and trust in rural areas. The fact that all male household heads declined the complimentary fertilizer does not necessarily mean that they were uninterested or ignorant; rather, it might be a sign of mistrust or a predilection for conventional farming techniques. To accomplish this fertilizer producer must invest to comprehend the regional environment and cultivate relationships with farmers as well as other stakeholders. This may entail collaborating with neighborhood organizations, conducting outreach activities, and creating targeted marketing plans that cater to the unique requirements and tastes of various customer segments.

 

 

References

• Barmeyer, C. and Franklin, P.,( 2017). Intercultural management: a case-based approach to achieving complementarity and synergy. Bloomsbury Publishing.
• Berry, J.W., (2017). Theories and models of acculturation. The Oxford handbook of acculturation and health, pp.15-28.
•  Bleicher, J., Forrester, P., Honal, A. and Velinov, E.,( 2019). Virtual business projects in the classroom: Enhancing intercultural and business skills of students. The Palgrave handbook of learning and teaching international business and management, pp.747-768.

• Bolten, J.,( 2020). Intercultural business communication: An interactive approach. In Exploring the rhetoric of international professional communication (pp. 139-155). Routledge.

• Brooks, C.F. and Pitts, M.J.,( 2016). Communication and identity management in a globally-connected classroom: An online international and intercultural learning experience. Journal of international and intercultural Communication, 9(1), pp.52-68.
• Friedrichs, J.,( 2016). An intercultural theory of international relations: how self-worth underlies politics among nations. International Theory, 8(1), pp.63-96.
• Kusumaningputri, R. and Widodo, H.P.,(2018). Promoting Indonesian university students' critical intercultural awareness in tertiary EAL classrooms: The use of digital photograph-mediated intercultural tasks. System, 72, pp.49-61.
• Liu, L.A., Adair, W.L., Tjosvold, D. and Poliakova, E.,(2018). Understanding intercultural dynamics: Insights from competition and cooperation in complex contexts. Cross Cultural & Strategic Management.
• Matveev, A., (2017). Intercultural competence in organizations. Management for Professionals. https://doi. org/10.1007/978-3-319-45701-7.
• Okech, J.E.A., Pimpleton-Gray, A.M., Vannatta, R. and Champe, J.,( 2016). Intercultural conflict in groups. The Journal for Specialists in Group Work, 41(4), pp.350-369.
• Ozlem, Y.,(2020). Enhancing the development of intercultural communicative competence in business and study environments. Training, Language and Culture, 4(1), pp.44-54.
• Pikhart, M. (2017). Managerial communication and its changes in the global intercultural business world. In SHS Web of Conferences (Vol. 37, p. 01013). EDP Sciences.
• Sattorovich, J.U., (2020). Intercultural difference parameters: Hofstede and Trompenaars theories. European Journal of Research and Reflection in Educational Sciences, 8(11), pp.115-124.
• Wang Guénier, A.D.,(2020). A multimodal course design for intercultural business communication. Journal of Teaching in International Business, 31(3), pp.214-237.
• Zakaria, N.,( 2017). Emergent patterns of switching behaviors and intercultural communication styles of global virtual teams during distributed decision making. Journal of International Management, 23(4), pp.350-366.