Cross Cultural Marketing Campaigns
TABLE OF CONTENTS
Chapter I
Introduction to the concept of marketing……………………………………… 2
1.1. The concept of a campaign……………………………………………… 3
1.2. Strategic communication in marketing………………………………… 5
1.3. Integrated marketing in communication – IMC………………………….7
Chapter II
Introduction to cross cultural marketing campaigns…………………………. 10
2.1. Language………………………………………………………………… 12
2.2. Communication style……………………………………………………. 13
2.3. Colors, numbers and images……………………………………………. 13
Chapter III
Cultural values in cross cultural marketing campaigns……………………… 16
3.1. Differences in cross cultural communication styles to take into consideration…………………………………………………………………. 16
3.2. Important required elements…………………………………………… 18
Chapter IV
The business strategy of multinational companies in the automobile industry – a comparative analysis………………………………………………………… 20
4.1. The comparative analysis of the business strategy of multinational companies in the automobile industry in Romania…………………………… 22
4.2. The Dacia Renault Group……………………………………… ……… 23
Conclusions………………………………………………………………….. 39
References…………………………………………………………………….. 41
Chapter I
Introduction to the concept of marketing
In literature and in economic practice, the concept of marketing has several meanings. Depending on the angle of approach, the term may designate marketers alike, as a field of science, a discipline, a socioeconomic approach and a practical activity or function of an organization (public or private).
Etymologically speaking, the word ‘marketing’ comes from the English language and designate ‘market’, ‘marketing’, ‘bargain’, ‘sell / buy’. Therefore, although the term ‘marketing’ emerged before the onset of economics as a science, literature dedication is inextricably linked to developments in economics (development thinking and trends in the field of economics).
From the point of view of the definition of the marketing concept, along time we have outlined two major classes of definitions:
1. The first class of definitions emerged in the first half of the twentieth century and is clearly dependent on the old guidelines of economic activities, the starting point or not centered on the client (consumer) but existing products to be provided or offered (orientation towards sales). Thus, according to this first class, marketing means ‘achieving economic activities that direct the flow of goods and services from producer to consumer or user’.
In fact, one of the basic characteristics of this class definition is that marketing is seen and regarded exclusively as a means of selling and promoting.
2. A second class of definitions, appears in the second half of the twentieth century, and reviews in a pretty deep meaning of the term and marketing.
The meaning of the two classes of definitions, marketing appears linked to the notion of ‘client’ or ‘consumer’ is a much broader conceptual approach, procedural / systematic and interdisciplinary. Also, as a general feature of this class definition broadens the scope of activities related to marketing, using this concept not only in economic but also in social activities or in the political (activities and political parties). However, this class focuses on highlighting process definitions, transaction / exchange value that appears in the sale / purchase of goods or services.
Thus, the second class definition includes the following definitions:
1. Marketing is a whole system of economic activities related to planning, pricing, promotion and distribution of products and services designed to satisfy current and potential consumers;
2. Marketing is human activity directed towards meeting the needs and desires through the exchange process;
3. Marketing is the management process responsible for identifying, anticipating and satisfying customer requirements in terms of profitability.
4. Marketing is a social and managerial process by which individuals or groups of individuals get what they want and what they need through creating and exchanging products and values between them. This latter definition highlights the striking relationship between the marketing concept and the concept of transaction / exchange of goods / values (a process that requires an organization to provide specific products and services in exchange for money provided by customers who have need of such products / services).
The concept of a campaign
In almost every case study and outline a plan of campaign, be it marketing, branding or public relations, there is a sub-title of ‘the concept of the campaign.’ Without hesitation, the experience of discussions with students for instance represents the point that gives them the biggest headaches when they do a theme. And, unfortunately, this is not a problem, just manifested among learners.
Misunderstanding the significance and importance of the concept of a campaign results in the inability to establish a concept suitable for certain steps to promote. And, therefore, can often identify an inconsistency inherent communication process that seem to be meaningless and without purpose.
Therefore, in this article we will discuss what is the concept of a communication campaign and which are the elements that should be taken into account when we develop such a concept.
The concept of a communication campaign or creative concept of the campaign, as we find it expressed in some articles, the general idea behind the campaign is essential and defining and we can find all the specific actions performed within its communication. The concept of the campaign would be ‘unconditional friendship between man and dog 'or' relationship of solidarity between men henpecked’ etc.
Since establishing an appropriate concept for a communication campaign, all the messages in it should reflect that concept. And the messages refer to anything from a brochure slogan text or images from a web banner. That does not mean they have to use the same words or pictures and be so redundant, but to breathe the same main idea.
For example, the friendship between man and dog both can be illustrated by a picture of a toddler ‘torturing’ a dog that bears it stoically, either through a slogan like ‘always, the best friend of man.’ As one can see, in both cases, the idea behind the two messages is the same. That said, the next question that arises is: how to choose the right concept? What makes a concept more appropriate than another?
Develop a concept for a promotional campaign is a more thorough than one would think. Or at least, it should. As mentioned earlier, the concept of the campaign will define the route that will go all promotion actions. Thus, it should be intelligently selected so as to be able to be exploited to the full. It should be noted that the establishment of a campaign concept is not blindly and randomly, but is a process guided by several factors, which we detail below.
As I've probably mentioned in other articles, all efforts to promote a company or a product / service must reflect their identity. How is this reflected in the concept? Simply put, the range of possible concepts is restricted to those who share the values, beliefs and shared vision with that of the company. Thus, if we are dealing with a campaign to promote a company whose identity focuses on the idea of seriousness, rigor and sound principles, then in any case the concept of the campaign cannot be extracted from the fun, nonconformity, infantilism.
Exceptions are situations where a company wants to reposition, to assume values other than those normally associated with the industry in which it operates. This is an example where ‘fairy bank clerk’, which takes a tutu over sober suit and works miracles with magic wand. An unusual combination of symbols, but in certain contexts, can be dangerous.
The concept of a campaign should reflect the core values promoted, which must reflect community values to be addressed. One did not commit a tautology, but one can set a key principle in developing a campaign concept.
There must be an equivalence relation between suppressed values in the concept of a campaign, the company's values and the values promoted by that campaign target audience in mind. Otherwise, actions that make up the campaign will not be effective.
There are groups made up of ‘rebels’ of a community. There are those who are discordant, who want to give up the principles and norms of the majority. If this is a public class that one have at some point in view, the concept of the campaign should resonate with the values of the minority, to express opposition to the very spirit of community, in solidarity.
Communication, be it done for information or promotion, is a social phenomenon. That means it is subject to the dynamics of society, from all points of view.
People are influenced by trends that give personality to a certain period; victims of trends shaping their attitudes and behaviour. This means that these trends will be reflected in the concepts of marketing or public relations campaigns. Ecology, sports, healthy living, animal welfare, cycling, vintage fashion – these are just some trends that characterize contemporary society and are found in many of the communication campaigns, both visually and textually.
Strategic communication in marketing
Marketing communication refers to a firm sending messages on its products to purchasers, users or distributors, messages aimed at showcasing and their characteristics and intent to cause buying decision. Through communication, organization wants dissemination of information about his work and how perception is received and understood the messages we send. The role of marketing communication is to improve the company's image to boost consumer attitudes and increase sales volume. Communication program developed by the company is called a mix of communication and involves combining different proportions of advertising, sales promotion, public relations and personal selling. If used with promotional communication and other components of the marketing mix, product, price, distribution is carried so-called integrated marketing communication.
Stages of a marketing communications program are: identifying restriction communication, consumer description and identification of target markets, determining the communication objectives, establish communication strategy, choosing the theme idea and campaign communication, performance evaluation, communication through other elements of the marketing mix.
Marketing communication is based on product-production-services unlike corporate communication in the organization which is itself carefully. Communication in marketing deals with generating demand, product and service positioning while corporate communications dealing with management issues, mergers, acquisitions, etc..
The four P’s of marketing, product, price, placement, promotion, influenced by stages of evolution through which organization to fit into the global economy. At the level of the economy, the organization faces many requirements in establishing a marketing plan on an international scale. It should have a similar position to other competitors, low cost, perfect products, etc., without a large-scale marketing plan is not feasible.
The four P are:
Product – Solution
Promotion – Information
Price – Value
Position – Access
Regarding the product, is the global organization that creates a unique product that has only two weakest elements in different markets.
Prices vary from one market to another and is affected by many variable factors: the cost of product development, the cost of ingredients, transportation, etc.. It will take into account the product's position in relation to other organizations competing products on the market.
The placement / positioning of the product is the distribution of the product, a decision is influenced by the way in which exhibit competitive marketplace. Product es, mergers, acquisitions, etc..
The four P’s of marketing, product, price, placement, promotion, influenced by stages of evolution through which organization to fit into the global economy. At the level of the economy, the organization faces many requirements in establishing a marketing plan on an international scale. It should have a similar position to other competitors, low cost, perfect products, etc., without a large-scale marketing plan is not feasible.
The four P are:
Product – Solution
Promotion – Information
Price – Value
Position – Access
Regarding the product, is the global organization that creates a unique product that has only two weakest elements in different markets.
Prices vary from one market to another and is affected by many variable factors: the cost of product development, the cost of ingredients, transportation, etc.. It will take into account the product's position in relation to other organizations competing products on the market.
The placement / positioning of the product is the distribution of the product, a decision is influenced by the way in which exhibit competitive marketplace. Product promotion is the largest size of the budget of companies operating globally, after research, development and product creation. At this stage, the objective must be integrated marketing firm.
Global organization seeking to reduce costs, minimize duplication of work and personal fulfillment to speed up tasks. If the objective of the organization is to send the same message about the product worldwide, the transmission of this message implies relevance, engagement, cost to the organization.
In order to distribute their products and services on an international scale organization can engage in many types of marketing:
International marketing – even if the export is successful, the costs are very high. The Organization opens representation in other countries may acquire other firms abroad to use relations, facilities and personnel are already established there.
These representations are subordinated to the headquarters of the organization, but the marketing mix decisions locally, because they know better target markets of the countries in which it operates.
Local development of products based on customer requirements in those markets. They are considered polycentric because of the awareness that each market / country has different requirements.
Multinational Marketing – organization opens its products and services in several countries. It strengthens the research, development, production and marketing regionally.
Global marketing-when an organization becomes global, it sees the world as a single market and create products that can enter this market just a few weeks.
Marketing decisions are made by consulting experts from each country.
Integrated marketing communication – IMC
The IMC (Integrated Marketing Communications), after the definition of the American Marketing Association (AMS) is a planning process designed to ensure that the contacts on the marks they receive a consumer or an organization, or any prospect for a product service, relevant and consistent over time. BMI can be defined as a holistic approach to promote the purchase, sale in the digital economy. This concept includes online and offline marketing channels. Online marketing channels include programs or electronic marketing campaigns, from search engine optimization (search engine optimization SEO), online payments, email, for up to channels through webinar, weblog, podcast, Internet TV. Offline marketing channels (those not linked to computers, Internet) are the traditional media, magazines, newspapers, mail order, radio, TV.
This integrated marketing communication is necessary in order to induce customers to switch from product awareness stage in the buying activity. This is why products should be presented in a way that they return to the client's memory and persuade him to buy. This action contributes conviction marks, products.
Creating a brand image is a long process with three stages:
Define the brand, which involves personality, positioning, brand architecture and
image communication strategy;
Creating basic visual elements of the brand, visual signature and visual identity system;
Implementing image through advertising, marketing, public relations.
This process of formation of a brand requires significant investment, both financially as well as effort from the charge of marketing.
The first two stages, defining the brand and creating visual elements not directly measurable sales results and does not create an immediate profit, why not once are treated superficially. This treatment has repercussions on image formation (communication difficulty, inconsistency), and then translates the inefficiency in communication with the market, leading to increased costs. A good definition of adequate visual mark and a signature must be transmitted to the public through three ways: advertising, public relations, marketing, because the brand is a strategic marketing tool that creates value and influence: the brand offers customers a way to choose and recognizes the product on the market. Among the benefits of trade can include:
Positive influence on the purchase decision and determination buyer experience;
Brand built and properly addressed streamlines communication with the target market, with increasing confidence and consumer loyalty and market share is protected;
Product price may increase, and with it increase sales volume as a result of promise employed and favourable outlook brand.
Mark is a value that cannot be copied or stolen by competitors, even if the product can be copied or imitated. Brand protects the product copy, the original marking and maintaining such promise quality and market share.
A continuous process of communication with the market contribute to a strong brand that becomes the most important value that a company owns, picture her reputation.
The research objective elements of integrated marketing communications is to create an advertising campaign to have an effect and propagation via electronic platforms.
There are various mutations in the advertising industry that led to the evolution of BMI in a strategy of primary importance. For those who promote their products. Literature mentions seven mutations of this type:
Moved from mass media advertising to multiple forms of communication, including promotion, product placement’s expedition.
Moved from mass media to more specialized communication media aimed at a target audience.
Moved from a market dominated by producers to one dominated by retail stores. Control was transferred to the consumer market.
Shifted from general advertising and marketing to data-based marketing.
Mutations to advertisers who have a much bigger role in advertising than they ever had.
Moved from traditional to remuneration based on performance. This type of payment encourages employees to work better because they are rewarded for better sales.
Moved from limited Internet access, to wide availability on the Internet.
This means that people have permanent access to what they want, and those in the field of advertising can identify buyers this way. All changes of this kind have led to the development of marketing communication. It consists of messages and related media, which communicates with the market. Those in charge of advertising, establishing brands, direct marketing, graphic design, packaging, promotion, publicity, public relations, sales and marketing online are appointed marketing communicators, marketing communication managers or managers.
Some trends in business can be attributed to marketing communication. The transition from the services for the consumer to consumer relations, human resources transition from human solutions are examples.
Communication in marketing deals with the general conduct of an organization and the perception of the organization that is transmitted through contact points with consumers. We note the existence of a framework of communication, clarified management (MCPFE – Management Communications Planning Framework), a model for creating an integrated communication plan management, created by Chris Fill, the Chartered Institute of Marketing, which aims to solve the shortcomings of other frameworks of this type.
Customer orientation generated model known as SIVA (Solution, Information, Value, Access) model proposed by Chekitan Dev and Don Schultz in the magazine Specialized Marketing Management Journal of the American Marketing Association. The model is oriented towards customers and how they see the transactions.
The SIVA model is based on the four P’s of marketing and offers an alternative demand / customer-oriented marketing management model.
Chapter II
Introduction to cross cultural marketing campaigns
Cross cultural marketing campaigns mean more than the translation process. The language, style, colours, numbers and symbols of marketing campaigns are all important factors to be considered. To outsource cross-cultural marketing to a professional located in the intended target market is an effective way to broaden ones global business.
Cross-cultural research on marketing campaigns is a relatively new field which reflects the developments and trends of the last decades in economic and commercial activities. In recent years there has been an evident tendency to economic integration, especially for the countries who have reached a certain level of wealth. One of the main issues in international marketing and marketing campaigns is whether consumers from different countries will become more and more alike or whether the differences will remain stable or even will grow more. The question is reflected at a divisional level by the dilemma of the standardization (globalization) of marketing and marketing campaign strategies or, on the contrary, of their cultural adaptation to the paradigms and patterns revealed by every single country / region. The last two decades saw a proliferation of cross-cultural studies, research and analysis of marketing campaigns, consumer behaviour, organizational behaviour etc. attempting to support one approach or the other.
Such studies have been extremely useful in order to test the convergence of models and tastes in media and marketing campaigns consume, underlining common aspects and issues, differences and maybe potential universally. According to the theory of convergence / divergence of consuming habits, it is possible to identify a pattern of evolution, parallel to economic growth: the initial countries converge with increased wealth, but in the developed world, at a certain level of wealth, convergence reaches a ceiling after which there is no further convergence and differences remain stable or increase. Such differences are determined primarily by the cultural factors. Global campaigns would be successful only in a context of cultural and behavioural convergence between the countries where they are delivered; opposite conditions would lead to failure. Marketing campaigns because it is strongly culture-bound, dependent on cultural factors such as language, values, lifestyle, communication style and media habits is the component of the marketing-mix more difficult to standardize.
Culture affects everything we do. This applies to all areas of human life from personal relationships to conducting business abroad. When interacting within our native cultures, culture acts as a framework of understanding. However, when interacting with different cultures this framework no longer applies due to cross cultural differences.
Cross cultural communication aims to help minimize the negative impact of cross cultural differences through building common frameworks for people of different cultures to interact within. In business, cross cultural solutions are applied in areas such as HR, team building, foreign trade, negotiations and website design.
Cross cultural communication solutions are also critical to effective cross cultural marketing campaigns.
Services and products are usually designed and marketed at a domestic audience. When a product is then marketed at an international audience the same domestic marketing campaign abroad will in most cases be ineffective.
The essence of marketing campaigns is convincing people that a product is meant for them. By purchasing it, they will receive some benefit, whether it be lifestyle, status, convenience or financial.
However, when a marketing campaign is taken abroad different values and perceptions as to what enhances status or gives convenience exist. These differences make the original marketing campaign defunct.
It is therefore critical to any cross cultural marketing campaign that an understanding of a culture is acquired. By way of highlighting areas of cross cultural differences in marketing campaigns a few examples shall be examined.
As international trade grows, getting ones business to cross over and translate to global markets means significant future growth for one’s company. Marketing ones business and focusing one’s efforts beyond traditional trade boundaries are a reality for most companies.
Therefore, marketing strategies have evolved to take account of cross cultural differences so that they may appeal to distinct different target markets. The key is to remember that the core of any marketing strategy, be it full color print media or TV commercials, is to encourage, motivate and convince them to believe the benefits they can receive and therefore buy ones product.
Nevertheless, trying to communicate one’s idea to those living abroad is not as easy as it sounds. Some concepts may be acceptable, while others may be annoying if not appealing or distasteful for most.
Cross cultural marketing therefore, means successfully incorporating characteristics to complement the values, traditions, and perceptions of one’s target market, whether locally or abroad. But how does someone achieve this? For some, they employ the services of an experienced international marketing company, but for others that simply do not have the budget; they may consider online outsourcing to a professional located in the intended target market. By employing a professional who already understands what works and what doesn’t one might be able to avoid and easily negotiate some of the following pitfalls of unsuccessful marketing campaigns.
The areas of cross cultural differences in marketing campaigns:
Language in Cross Cultural Marketing campaigns
Communication Style in Cross Cultural Marketing campaigns
Colours, Numbers and Images in Cross Cultural Marketing campaigns
Cultural Values in Cross Cultural Marketing campaigns
The important elements required in cross cultural marketing campaigns: translate correctly, stay neutral, adapt ones product, know the markets.
2.1. Language
Different language, different words, and different accents all contribute to the success or failure of one’s marketing campaigns. How can ones target market appreciate the business and the products and services if they cannot understand what one is trying to say in the first place? Most people fail to realize how language can affect a marketing campaign. This is apparent in various tag lines and slogans in marketing material and other print ads. Therefore, one must be conscious that otherwise regular and harmless words can easily be misinterpreted from one culture to the next. It may seem somewhat obvious to state that language is key to effective cross cultural marketing campaigns. However, the fact that companies persistently fail to check linguistic implications of company or product names and slogans demonstrates that such issues are not being properly addressed.
The marketing campaigns world is littered with examples of linguistic cross cultural blunders. Of the more comical was Ford’s introduction of the ‘Pinto’ in Brazil. After seeing sales fail, they soon realised that this was due to the fact that Brazilians did not want to be seen driving a car meaning ‘tiny male genitals’.
Language must also be analysed for its cultural suitability. For example, the slogan employed by the computer games manufacturer, EA Sports, ‘Challenge Everything’ raises grumbles of disapproval in religious or hierarchical societies where harmonious relationships are maintained through the values of respect and non-confrontation. It is imperative, therefore that language be examined carefully in any cross cultural marketing campaign.
2.2. Communication style
Understanding the way in which other culture communicates allow the marketing campaigns to speak to the potential customer in a way they understand and appreciate. For example, communication styles can be explicit or implicit. An explicit communicator (e.g. USA) assumes the listener is unaware of background information or related issues to the topic of discussion and therefore provides it themselves. Implicit communicators (e.g. Japan) assume the listener is well informed on the subject and minimizes information relayed on the premise that the listener will understand from implication. An explicit communicator would find an implicit communication style vague, whereas an implicit communicator would find an explicit communication style exaggerated. Generally, communication should be straight forward and to the point. But when attempting to relate to different cultural markets each respond to a different style and understanding the style that is appropriate is vital in creating an effective marketing campaign for any business. This difference can be seen when comparing US search engine homepages like msn.com to those of China such as sohu.com. While one has a simplistic, straightforward layout, the other utilizes every inch of the web page.
2.3. Colors, numbers and images
Even the simplest and most taken for granted aspects of marketing campaigns need to be inspected under a cross cultural microscope. Colours, numbers, symbols and images do not all translate well across cultures.
In some cultures there are lucky colours, such as red in China and unlucky colours, such as black in Japan. Some colours have certain significance; green is considered a special colour in Islam and some colours have tribal associations in parts of Africa.
Many hotels in the USA or UK do not have a room 13 or a 13th floor. Similarly, Nippon Airways in Japan do not have the seat numbers 4 or 9. If there are numbers with negative connotations abroad, presenting or packaging products in those numbers when marketing campaigns should be avoided. These elements also play a significant roles for marketing. In several cultures, for instance, even the most ordinary shade of red can translate a different message, red may mean luck in China, but can mean death in another country. Likewise the numbers 13 and 4, for example mean different things in the US and Japan. The number 13 is a very unlucky while the number 4 means death. Symbols just like images can also convey a variety of meanings and it is advisable to do thorough research before using them.
Images are also culturally sensitive. Whereas it is common to see pictures of women in bikinis on marketing campaign posters on the streets of London, such images would cause outrage in the Middle East.
The bottom line is that to create ads that appeal to different cultures, remember to be aware of the principles and traditions observed in each culture. The best way to accomplish this is identified ones target market’s needs, wants and desires. Once one is able to do that, cross cultural marketing campaigns will become a breeze.
In today's business world the words printed on various promotional materials, texts and slogans catchy rhythm are the most used. For online there is a correspondent of prints that shape tweets, statuses, text messages, e-mails and PowerPoint presentations.
When it comes to implementing a marketing program, representatives of brands use special words. They know them, use them often and are more familiar with them. This occurs even though the visual component plays an important role in marketing than words. People retain images in a higher proportion than retaining marketing campaigns texts.
In 2010, Coca-Cola has spent 267 million on marketing campaigns dollars in the United States. What word has retained the public? None. Al Ries says that 99% of Americans do not retain the slogan of a marketing campaign. Most consumers have in mind the Coke bottle shape. For brand bottle shape is a trigger in the minds of consumers that are automatically activated when one hears the name brand. This is not just about glass is more than that. The shape of the bottle tells people that Coca-Cola is authentic.
In most commercials from Coca-Cola, pictures speak louder than words. Commercials and marketing campaigns prints in recent years from us, but also abroad, were in the centre of the Coca-Cola bottle. Using component and visual trigger is one of the reasons why Coca-Cola is one of the most valuable brands in the world. According to Interbrand, in 2012, Coca-Cola was worth 77.8 billion dollars.
In today's global economy in which the brands, the visual component is a valuable asset. It notes in particular that the products global brands dominate local ones. This happens because the visual component that has the ability to cross international borders without the need for any translation.
During 1922-1969, Coca-Cola had different marketing campaigns slogans:
1922 Thirst Knows no season
1929: The Pause That refreshes
1963: Things go better with Coke
1969: It's the real thing.
This ‘The Real Thing’ (visual component) is present today in newspapers, banners, magazines and on TV, which demonstrates that enhances visual verbal component of a campaign, not vice versa.
A strong visual trigger embarrass the competition several times. What is Pepsi in this situation? Pepsi management team in America comes whenever new concepts for campaigns, catchy text messages and call-to-action, not ‘live’ time. How many Americans have retained a slogan of a campaign made by Pepsi? Not many. In general, words and catchy texts alone does not work unless accompanied by a strong visual trigger. It is important for brands to have a visual component that gives them an identity and to highlight. This is true for brands that market creates new categories of products / services. Without the use of a strong visual identity cannot be sure that they will remain category leaders that created it. These brands only benefit from an additional opportunity to create their visual identity to represent innovation and authenticity.
The Bulls’ slogan ‘two bulls and a sun’ do not create a visual trigger too strong. One cannot compare this trigger bottle Coca-Cola. Red Bull competition came from the Monster, which have the visual identity letter ‘M’. By the font used, the message subtly Monster drink ‘strong’ and ‘dangerous’ important features for an energy drink.
Words and texts constructed with a large dose of creativity are important because people expressed through words. However, their value diminishes over time with the advent of other texts, campaigns, games and contests sympathetic.
The visual component lives beyond words and culture, cross international barriers without the need for translation and puts the brand in a privileged place in the minds of consumers.
Chapter III
Cultural values in cross cultural marketing campaigns
When marketing campaigns abroad, the cultural values underpinning the society must be analysed carefully. Is there a religion that is practised by the majority of the people? Is the society collectivist or individualist? Is it family orientated? Is it hierarchical? Is there a dominant political or economic ideology? All of these will impact a marketing campaign if left unexamined.
For example, marketing campaigns that focus on individual success, independence and stressing the word ‘I’ would be received negatively in countries where teamwork is considered a positive quality. Rebelliousness or lack of respect for authority should always be avoided in family orientated or hierarchical societies.
By way of conclusion, we can see that the principles of marketing campaigns run through to cross cultural marketing campaigns too. That is – know ones market, what is attractive to them and what their aspirations are. Cross cultural marketing campaigns are simply about using common sense and analysing how the different elements of an marketing campaign are impacted by culture and modifying them to best speak to the target audience.
3.1. Differences in cross cultural communication styles to take into consideration
‘Consider the story of an American executive who was designated to deliver a formal
presentation at a Japanese conference. During her presentation, the woman became acute
aware of a man in the audience who proceeded to make strange faces at her. Following the
conclusion of her presentation, the woman voiced her disapproval to the Japanese hosts. And
while an apology was immediately provided, it was discovered that the man in the audience had not intended to offend the American speaker. He simply became so fixated on her facial
gestures that he inadvertently began imitating her. Should this story be considered an isolated
incident of a simple misunderstanding or is this a prime example of everyday miscommunication between cultures? Many experts would support the second conclusion.
‘Most of the problems caused by cross-cultural clashes are usually the result of the failure by some or all parties involved to recognize and account for differences in culture -based communication styles. They assume that all peoples communicate using the same set of modes and rules (many of which, like body language styles, are unconsciously held). For example, numerous professionals from the US make the mistake of assuming that all people want to be spoken to informally, just as they assume that simple body gestures strike the same chord in any culture, or the notion that an openly frank style of negotiating is most appreciated.
We should first realize that there is no such thing as a universal form of communication. Take the simple gesture of a smile. It is not unusual for Americans to exchange smiles with complete strangers. We smile at people on the street, at the airport, in restaurants, shopping malls and so on. We consider it a friendly gesture. However, in other cultures a smile can take on a completely different meaning. A smile can be considered insulting or it can signal embarrassment. Many Americans fail to realize that common gestures such as shrugging one's shoulders or scratching one's forehead can be completely misinterpreted by someone from another country.
Each culture has its own rules of communication. A French executive would probably be offended if a new acquaintance were to address him by his first name. Giving the ‘thumbs up’ signal in Australia is impolite. And a display of frankness so common to Americans perpetuates the Japanese impression that the American people exhibit a lack of discipline. Even though such cultural collisions often elicit negative feedback, they rarely provoke extreme hostility. Instead, committing a cultural taboo is usually regarded as improper, discourteous, or disrespectful. The individual who has the misfortune of committing the taboo is ‘rewarded’ with expressions of anger or flat-out silence, which in turn can be misinterpreted. Such mishaps in communication almost always serve to diminish one's credibility.
Usually, cross-cultural gaffes stem from misjudging situations that involve mingling and communicating with others. These include: the dress code for appointments, the manner in which we introduce ourselves and greet others, expressing thanks to the hosts as well as proper etiquette for the presentation of gifts. While the majority of Americans consider such events to be very routine, the fact remains that the interpretation of these social commitments varies from country to country. If we fail to educate ourselves in advance as to what is and what isn't acceptable, then they pride their selves for unintentional embarrassment, possibly at the worst given moment.
Miscalculating the pertinence of cross-cultural communications can be counterproductive at best, or abysmal at worst. Cultural differences with regard to eye contact, when it is acceptable to smile, and name protocol for addressing foreign counterparts are all qualities that dramatically impact all angles of negotiation and interpersonal communication. For example, the word ‘no’ is a response that the Japanese tend to avoid altogether. As strange as it may seem, if they are not optimistic about a given proposal, rather than tell an individual in so many words, they may choose to make a counter inquiry, they may avoid eye contact with one, or they may simply choose to walk away. Their answer is for all practical purposes spelled out in their behaviour. Obviously, this can be very frustrating to American negotiators who are used to a straight forward ‘yes’ or ‘no.’ Understanding and accepting cultural differences is critical if one expects to be successful in an overseas assignment.’
3.2. Important required elements
Marketing campaigns have evolved over the years with more sensitivity to culture, and more aware to cultural diversity.
Know the markets
What is acceptable in one culture may be frowned upon in another.
In 2003, Mattel Barbie dolls were outlawed in the Middle Eastern country of Saudi Arabia because the doll did not conform to the ideals of Islam.
An alternative doll named Fulla was designed to be more acceptable to an Islamic market, though Fulla is not made by Mattel Corporation.
In Iran, Sara and Dara dolls are available as an alternative to Barbie and Ken.
The Muslim dolls with modest clothing and pro-family backgrounds, have been developed by a government agency to promote traditional values.
Adapt one’s product
Don't assume every country eats cold cereal. Even the slightest change to adapt one product can make a world of difference. When Kellogg's started producing Cornflakes in India, they failed to realize that Indians start their day with something warm. Something cold, like cold milk on cereal, is considered a shock to the system. And like Homi Bhabha, an Indian cultural critic says “If you pour warm milk on Kellogg’s Corn Flakes, they instantly turn into wet paper’. Kellogg’s ended up pulling their stocks from shelves and re-engineering Cornflakes so they’d stand up to warm milk.
Stay neutral
When marketing to the general public, try to stay neutral. Have the marketing and marketing campaign material reviewed by cross cultural specialists. This will ensure the advertisement does not offend a specific culture. In May 2008, Dunkin’ Donuts pulled an ad featuring Rachael Ray off the air because of outrage over the black and white scarf she wore in the commercial. Critics say the scarf looks like a Kaffiyeh, which is a type of scarf some think is now said to symbolize murderous Palestinian jihad. Because of the controversy over the scarf, the Dunkin' Donuts chain stopped airing the commercial.
Translate correctly
There were a few cases that have attracted the attention of promotional messages, emails, ads that were almost impossible to decipher and a way to reach the goal that is the promotion of products and services.
In a more detailed analysis, we realized that their biggest problem was not the message but the way it was translated.
The problem with these promotional materials here discuss both the offline and the online one is that besides the fact that its object can bring major harm picture and shows a lack of professionalism.
Another problem arises from the translation of such texts is that each language / culture in a particular context, some words acquire a new meaning.
Often, though the translation is done correctly, it fails to send the initial message. Therefore, in such cases the translator must find the right formula to convey the message of the sentence initial and sentence to enter into the general context of the text.
Chapter IV
The business strategy of multinational companies in the automobile industry – a comparative analysis
Lately, the automobile industry has been characterized by continuous innovation and by a high level of competition, which led producers to renew models with greater frequency, to integrate new technologies in the production process (electronic and information technology and communications) and introduce organizational principles to us. In this chapter I propose a comparative analysis between the business strategy of multinational companies in the automotive industry in Romania and also shape their strategic perspectives in the context of EU accession of these countries.
The strategy implemented by multi-national companies in the automotive industry in Central and Eastern European countries is offensive, following the expansion and retention of the market parties. Currently, the world production of automobiles is characterized by regression and uncertainty.
The causes must be sought in the saturation term demand for automobiles in developed country markets and contextual factors that affected the industry. Speed adaptation in multinational companies in the automotive industry’s new exigencies of the competitive environment is a competitive advantage, gaining or maintaining positions on the market is the fastest way to exploit that advantage. In this context, automobile manufacturers seeking to be the first and enter a new market, to benefit, even temporarily, of a monopoly rent or to imitate the strategic point of view, represent very fast competitors.
The transition process of the countries in Central and Eastern Europe, the automotive industry has been the most attractive industry for multinational companies in the Triad, especially for its production capabilities, favourable costs or potential local markets. As a result of developments in the external environment of operation and function of exigencies which come from the customers, multinational companies implement operational strategies (production, marketing, global issue), and interaction, structural strategies (business creation, mergers, acquisitions, strategic partnerships), determines the concentration of capital and production in several regions of the world.
The business strategy of the multinational firms causes a change in the competitive play role in targeted sectors, generating worldwide, on the one hand a fierce rivalry between competitors and, on the other hand, cooperation (strategic alliances) between rivals.
The offensive strategy undertaken by multinational companies through internal mono-sectorial growth reveal another type of markets, a competition which incites reactions consequently, ways of action required to generate reactions while are rivals offset or diminished, no adverse effects on the expected results of the striking initiators strategy (changes the presentation or the product’s characteristics, other than price). If uncertainties induce offensive strategy with regard to achieving the objective, defensive actions of multinational companies through a vertical external growth, covers several aspects: reducing the selling price of the products mature; discriminatory strategies and barriers to entry deterring reactions to competitors.
Regarding the joint action which includes offensive and defensive strategy, diversifying conglomeration – depending on the type of the growth followed – on one hand, it ensures the entrance of new, expanding markets (inciting the competition) and, on the other hand, it allows the retention conquered by market parties, which induces the cooperation between competitors, affecting the organizational structure of multinational firms, but without changes in the market. It thus appears that the definition of the strategic objectives of multinational companies in business involves beyond their selection, the identification modalities in achievement through rigorous analysis, pathways of action and the likelihood of the success. In this context, it aims to achieve and maintain the initiative in exploiting their advantages and weaknesses by rivals through offensive or defensive actions, or a combination thereof.
The strategy must ensure that the decisions are materialized in strategic actions which are the most effective and efficient as possible. In this regard, to ensure the superiority in the multinational’s firm position on the market as compared to its rivals, it requires a concentration of the multinational aspect regarding the resources in a timely manner, time and space in order – to the organization from a hierarchical or cooperative point of view – for a decentralized structure or alliance.
In fact, in order to achieve the strategic objectives, the multinational firm has developed a strategic action plan and a strategic coordination scheme in stages. Once assured the coordination plan, its implementation should take into account the present and possible actions of rivals.
4.1. The comparative analysis of the business strategy of multinational companies in the automobile industry in Romania
French car manufacturers are attempting to strengthen their presence in international markets, notably in order to seize the opportunities offered by emerging economies. The PSA Peugeot Citroën group, which has 17 automobile production centres and 15 mechanical component plants and foundries, allocates priority to several geographical areas. By looking at the four priorities defined for the coming years (product and service quality, lower costs, broadened product range, internationalisation), “we must take advantage of our strengths in order to increase our size rapidly in China, to become a major player in Mercosur and to continue to expand in Eastern Europe”. The creation of production facilities in China (in collaboration with the Dongfeng Motor Group), in Argentina, Brazil, the Czech Republic (in collaboration with Toyota) and Slovakia should help to achieve these objectives. Most production facilities based in emerging countries serve largely to satisfy local demand, but the vehicles manufactured in certain countries are also destined to be sold in higher-income markets. An example is provided by the production of the Citroën C1 and Peugeot 107 in the Czech Republic, for supply to Western European markets. Conversely, PSA Peugeot Citroën group R&D continues to be based in France, where the company runs four research centres and one design centre (Mayrhofer, 2008; PSA Peugeot Citroën, 2006) (The location strategy applied by Renault appears to be similar: although the group concentrates the majority of its R&D in France (with the exception of R&D projects, which are conducted as part of the alliance with Nissan), it has also chosen to base production in emerging markets. The group has, for instance, set up production facilities in Romania, Latin America (Argentina, Brazil, Colombia and Mexico) and South Korea, and, more recently, in India (creation of a joint venture with the Indian firm Mahindra) and Iran (a joint venture established with Aidco, an Iranian firm). The purpose of most of these plants is to meet local demand, but the Logan (a model manufactured in Romania) is also sold in other countries (Renault, 2006). The Renault group is currently looking at the location of its R&D activities, even though, as stressed by Pierre Beuzit, delegated director for energy at Renault, “the internationalisation of research at Renault reflects a necessity rather than a genuine desire on our part”. The company has, for example, chosen to keep its R&D activities in France, in order to reduce the costs arising from the geographical distribution of these activities (e.g. costs of control and setting up operations, and the risk that knowledge may leak).
Nevertheless, to meet the requirements generated by its international expansion (improved knowledge of markets and consumers, adaptation to local regulations and controlling production costs), Renault has recently adopted a new organisational structure for its innovation process. In the past the main R&D centre, based in France, delegated very little to innovation departments abroad (which are based near the production units, in Romania for instance), but it now gives decentralised innovation entities more autonomy, especially regarding the adaptation of vehicles to the specific needs of local markets. However, the company seems determined to maintain a certain degree of control of R&D, to enable the brand to preserve the homogeneity of its image, and to express its essential characteristics (ANRT-IFRI, 2006) (Ana Colovic and Ulrike Mayrhofer, 2009 : 13 – 14).
4.2. The Dacia Renault Group
With Renault, Dacia became a trademark accessible internationally recognized by the modernity and accessibility of its products. After 1999, Renault has invested over 600 million EUR in the production equipment of the Dacia plant in Pitesti, which today meets the highest standards of the Renault group factories.
The 2010 target was to produce 500,000 Dacia cars, of which 200,000 in Romania and the rest in other production centres abroad, the objective is to transform Dacia Renault in a brand recognized internationally for modernity and accessibility of its products.
Logan is the first step in building a complete game while Dacia is modern, robust and accessible. Dacia is in step with the times, does everything to meet the expectations of its customers by providing modern automobiles that meet the mobility needs of our time.
Dacia offers modern technology and testing from Renault, a simple but not simplistic design, durability, adapted to the difficult conditions and whose maintenance and repair costs are moderate, it is close to customers through its network density. It offers automotive products and services at a competitive price, with a price / unique benefits while the Dacia brand identity affirmation is accompanied by new visual universe ambitions and contributes to affirming the brand’s personality, it accompanies a renewed brand from its history.
In 2005, Dacia has reached four continents, and over 90,000 and over 30,000 Romanian citizens of the world have chosen to buy and drive the automobile.
Dacia, around which was created and developed the automotive industry in Romania, was founded in 1966, in Colibași Argeș. Since its inception, close ties to Dacia and Renault joined together. Since 1999, Dacia is part of the Renault and asserts its increasingly international brand vocation.
(http://blog.adrianmariusdobre.eu/wp-content/uploads/2012/10/Revista-Presei-Economice-18-octombrie-2012.pdf).
From a historical point of view, the construction of the Pittsburgh Car Plant began 1966, after the process of signing an agreement involving Renault and the Romanian state towards the end of the ‘60s, it started manufacturing under the R8 Dacia 1100 license; the next step consisted was in 1969 with Dacia 1300 under license R12.
The decade between the 70’s and 80’s, Dacia was involved in a variety of models which included a number of types of vehicles for personal use and vans. Right after 1978, Automobile Dacia was involved in a process to resulted from the Renault range of 12. 1995 is the year of the first passenger car design – 100 % Romanian Dacia Nova.
In 1998, the year that celebrated three decades since the first Dacia car, the car came out the factory gates with number 2,000,000. In the same year the company has obtained the certificate of ISO 9001 Quality System Implementation.
Dacia – Renault Group is organized into four main departments: pressing, body, painting and assembly. Once the four steps are completed, the cars are distributed in the network. The cadence manufacturing plant is 1,340 vehicles per day.
The Dacia Mechanical Plant deals with the production of aluminium parts with machining and assembly of engines, gearboxes and transmissions for Dacia and Renault vehicles produced worldwide. The factory’s activity is conducted in seven buildings on the platform to Pittsburgh, covering an area of 120,000 m2. To these departments, there are added a support number of other 5 departments: Logistics, Maintenance, Quality, Human Resources, Controlling.
Investments in Dacia – impairment during the years 2000 – 2009 – amounting to 17 million EUR targeted specifically towards the natural resource conservation, sewage treatment, soil, air and waste during the manufacturing process. Thus, 5.8 million were invested in wastewater treatment, 1.8 million in the soil, and 2.4 million in waste treatment, for air treatment 4.9 million €, 2.6 million in conservation of natural resources. Specifically, because these investments in the CO2 Platform, Dacia fell in the last eight years by 87 % per produced vehicle, water consumption decreased by 97.22 % on the vehicle and electricity consumption was reduced by 86, 57% of the vehicle (www.dacia.ro).
In the same period, the amount of hazardous waste was reduced by 72.28 %. Dacia waste has recovered a 70% target for 2009 and consists in 88% recoverable waste (cardboard, foil, wood, ferrous, non-ferrous waste etc.). Dacia is taking steps in reducing the greenhouse gas platform in Pittsburgh since 2001. The Dacia Plant facilities are at the peak of the European automotive industry. New boilers that provide heat preparation, steam and hot water are the most modern and efficient this time around Eastern Europe. Fitted with fuel saver burning power plant boilers have a very low gas yielding at close to 95 % and exhaust emissions which are insignificant. Dacia has implemented a cutting-edge technology to treat waste water so that it doesn’t drop and is no longer discharged from the plant. The purified water is reused, waste oils are separated, sent to recovery by burning. Investments of the following departments, ensures higher level of environmental protection rules as follows: painting II Extension Department (now the paint is realized on the basis of water); painting bumpers; sources and fire water networks; boilers and compressors; plant gearboxes – Renault Mécanique Roumanie; station ultrafiltration; cooling towers.
Water management is provided through the ‘Water and Laboratories’ service. The water is taken, it is drinkable and stored in tanks for distribution. A platform for treated water is used in processes (closed circuit cooling, hot water and steam production), domestic needs of the platform and drinking water to the city of Pittsburgh.
The company management for Dacia – Renault Group is provided by a General Meeting of Shareholders, Board, Managing Director, Technical Director, Economic director, Commercial Director, meanwhile, the roles, responsibilities and expertise of participatory management are outlined in the Statute and Rules of the company’s organization and functioning. Personnel management and execution documents have recorded tasks, powers and the responsibilities for the job descriptions (www.dacia.ro).
Logan was first launched for the first time in Romania in 2009. Meanwhile, the car was launched in Croatia, Slovakia, Hungary, Czech Republic, Serbia, Macedonia and Turkey, starting to make sales in Poland, Slovenia, Bosnia, Bulgaria, Moscow and Algeria. In 2005 the car was received with great enthusiasm in France, Spain and Germany, for example, in France the demand is so high that a customer has to wait three months until the arrival pattern.
Dacia exporting countries at the end of 2008 are: Algeria, Angola, Austria, Belgium, Belarus, Bosnia and Herzegovina, Bulgaria, Burkina Faso, Cameroon, Ivory Coast, Congo, Croatia, Switzerland, Estonia, France (including Tahiti, Gouadelupe, Martinique, Guyana, New Caledonia), Gabon, Germany , Ghana, Greece, Jordan, Italy, Latvia, Lebanon, Liberia, Lithuania, Macedonia, Madagascar, Mali, Morocco, Mauritania, Moldova, Nigeria, the Netherlands, Poland, Portugal, Czech Republic, Senegal, Serbia and Montenegro, Syria, Slovakia, Slovenia, Spain, Togo, Turkey, Hungary.
Since 2008, production capacity will increase to 350 000 units produced annually.
Plant in Moscow will increase capacity in 2007 from 60 000 to 80 000 units produced per year.
In Morocco, starting in March 2006, Dacia became the first brand in terms of sales, with 1000 vehicles sold per month Logan.
The American region represents 5% of global sales of Logan. Colombia is the main market, with 3550 units sold in 2006.
Since 2007, Logan has manufactured in India and Brazil Logan will soon be manufactured in Iran and since 2007 in India and Brazil.
Logan is currently produced in Romania, Russia, Colombia and Morocco.
Dacia Logan is a car produced by Dacia in Romania factories, released on June 2, 2004 in Paris. It is available from September 1st, 2004
In 2007, Dacia sold 230,473 vehicles, 17.4% more than in 2006, of which 128 411 were exported. At the Paris Motor Show 2000, Renault Chairman Louis Schweitzer announced some technical details about the upcoming Dacia (codenamed XC90). Representatives Renault have announced another objective, namely ‘Dacia 5000 €’ the launch of the € 5,000 was postponed. In fact the base model price is 5,800 €, and with all the options included the price reaches € 10,000.
In October 2010, the factory in Pitesti Dacia Logan took the car number 1,000,000, six years after its occurrence.
Two years after the launch of the Logan sedan in 2006 at the Paris Motor Show (Paris Motor Show) has launched the Dacia Logan MCV (Multi Convivial Vehicle). This is the station wagon version of the Logan, which has seven seats arranged in three rows (2 +3 +2); the latter being removable.
The boot volume is between 700 litres (without the third row of seats) to up to 2350 litres. The model has numerous storage places, being entered in the armrests of the chair; Another novelty is the third row of windows that can be opened to the outside. Commercialization of this version began in Romania on October 4, 2006 and will sell to foreign markets in 2007. This model is the first of the five models are based on the Logan platform and will be launched by the end of 2009.
The Dacia Logan VAN mechanical platform is based on the Logan MCV. This model replaced the old Pick-Up. On the exterior model looks very much like MCV and the interior has been refurbished to a loading capacity of 800 kg and a volume of 2500 litres. Dacia novelty is the presence thorax airbags. The price for this model is estimated around between 6700-8800 euros all taxes included.
In 2009, amid economic crisis, leadership Dacia launched a new basic version of the machine, which has painted grille and bumpers, alloy steel, no passenger airbag or the rear headrests (but has ABS + AFU where safety ), no power steering, no air conditioning, central locking, electric windows and radio. Combined with the reduction given state scrap page program, the starting price of this car was slightly under 5000 €, thus fulfilling the original promise of a special € 5000.
In September 2006, Dacia has made a slight restyling both outside and inside the Logan. Among the innovations are the trunk which has a spoiler and a button to open the outer taillights type ‘crystal’ mirrors have been redesigned. Dacia has launched the 1.6 litre 16 valve that develops 105 hp (77 kW) at 5750 rpm, which will equip the flagship called Prestige. Inside Logan upholstery receiving new gearshift lever and leather steering wheel. Dashboard clocks now have white background. Chapter accessories, Logan has a new range of Blaupunkt radio with cassette reader, CD or MP3, parking sensors, a new range of alloy wheels 15 ‘and November 4 shades of metallic paint.
In 2008 he appeared the second series of Logan. In it, the design was improved, adding a chrome strip at the base of the boot lid interior taken from Sandero, a new grid, all taken from the Sandero super-mini and a new front spoiler. Also follow the trunk lid lights, adding a good design.
In June 2005, Dacia Logan gets 3 out of 5 stars safety tests conducted by EuroNCAP, becoming the first and only model of the manufacturer Pitesti undergone these tests. In 2005, the German Automobile Club (Allgemeiner Deutscher Automobil-Club eV) said Logan flips easily when turning sharp. During a moose test (this test assumes an obstacle suddenly appeared in front of a car) performed at a speed of 65 km / h, the car overturned.
A similar test was conducted by Top Gear Romania, Logan passed the test at speeds of 72 km / h, 87 km / h and 84 km / h After the test done in Romania, the ADAC stated that it is possible that the reversal pattern have been caused by one tire going down during the first test. Also conducted by ADAC test is a test of momentum and is typically different from that achieved by Top Gear. Logan All models have at least one airbag (driver). Upper models have two airbags as standard, with the option for a total of four airbags.
On the occurrence of Logan, all engines comply with the Euro 3 and January 2007, all engines comply with the Euro 4 standard, including diesel variant, whose power increased to 70 hp.
Dacia Logan II was presented at the Paris Motor Show in 2012. Design of the model is similar to that adopted by Sandero II present at the Paris Motor Show in 2012.
In 2006, Dacia presented at the Geneva Motor Show with the first concept of brand history, Logan Steppe was a station wagon with a look of SUV have wheels 17’, massive bumper shield with metal inserts. Modern LED lights offers model a modern look.
The interior design features LCD screens mounted in the headrests and a large screen mounted in the trunk door and behind the wheel with 4 arms are distinguished panel meters illuminated diode.
Worldwide, Logan is assembled from CKD collections sent from Pittsburgh to Russia, Morocco, Colombia, Iran, India, and since 2007 in Brazil.
In India was created for this purpose an association between Mahindra and Renault, where productive, began in the first half of 2007 was planned in an initial rate of about 50,000 copies annually, the investment is estimated at 125 million euros.
There was a special version of the Logan, the interior decorated in imitation wood, Pioneer CD player Body colour purple.
It is true that the French had made Morocco a second major centre assembly is true that it has entered the second phase of expansion, and that this year can bring 350 thousand cars (as well as Pitesti) but here there appear some small details. Such that all assembly plants around the world use Dacia parts from Romania. Except for the 1.5-liter diesel engine is made in Spain and imported including Romania, all that means gasoline is made from Pittsburgh, body, parts, about everything. Can enter in details about the technical achievements of the engineers at the factory, things cosmopolite our younger citizens and could not believe it. To them everything stinks is BMW. It could all be relocated factories Dacia in Romania?
Theoretically yes, but the costs would be huge. And yet off the assembly would Dacia Pitesti plant but much less for the Romanian economy. This is because the finished product, the car incorporates much more added value than the parts. Morocco can make 350 thousand a year but last year Gauls global production jumped from 400 000 cars, of which 340 000 were left in Pitesti.
The brand is booming, attack new segments. It is highly likely that if the auto market will collapse, where Dacia sales will fall below 350 000 cars per year, although it would make sense to keep operating two plants each having the capacity of assembly . But the moment came and went, then fortunately there were no assembly capacities from Tangier. It is the spring of 2009, when the crisis Romanian authorities have not anticipated, and the Pittsburgh factories were closed. Next time, if it will happen, might remain closed and they are real risks.
Dacia represents a 100% Romanian brand (BusinessWeek, nr.29, p. 32), it is the Romanian traditional car. It sums up 40 years of history and tradition. Since it was founded, in the year 1966, Dacia has registered numerous and various transformations.
The biggest change that drew to a lasting innovation of the entire range of products was in the year 1999, when Dacia becomes a Renault branch. Starting with 2004 Dacia proposes a range of new vehicles, with an unbeatable quality/ price ratio. Due to this original offer, the commercial success was beyond the initial expectation, and the sales are in a continuous growth: between the years 2003 and 2007, the sales tripled; in 2007, the sales of the aforementioned brand grew an additional 17% compared to the year 2006.
Conceived to answer in the best way possible to customers’ needs, on the new growing markets of the Renault group, Logan has already seduced a large part of the international market. In two years since it was launched, the new model of Dacia, Logan, has become known on four continents: Europe, America, Asia and Africa being commercialized in over forty countries.
The success registered until now has determined a new growth of the production capacities. Produced at the moment in Romania, Russia, Columbia and Morocco, Logan shall be produced very soon in Iran, and starting with 2007, in India and Brazil. In Iran, Logan shall be assembled by two local constructors, Saipa and Iran Khodro.
In India the agreement signed this year with Mahindra & Mahindra was aimed at elaborating a new version of Logan with the steering wheel on the right side. At the same time the plants in Mioveni and Moscow shall enhance the production capacities: the plant in Mioveni shall reach 350.000 units produced annually, compared with 200.000 at this moment, and the plant in Moscow shall reach 80.000 units per year compared to 60.000 at the moment.
The Dacia brand continues the strategy founded on an original business model “at a low price”: all the decisions regarding the concept/ engineering, the production and commercialization have as a starting point, the value for the client. This way, all the costs are reduced if the following principle is respected: the client receives from his vehicle everything that he was looking for, but at a reasonable/ acceptable price.
With a wide range, of affordable vehicles, modern, reliable and robust, Dacia presents itself as a generous and ingenious brand. Generous, because each of its products offers a record interior space at an affordable price. Ingenious, because with a rage of attractive vehicles at low price, Dacia has always known to anticipate the needs of practical customers. Dacia is a brand of the present or a brand that gets ahead of its competitors and turns into profit the opportunities offered by the market.
Starting with 2008, Dacia shall propose a range of five vehicles, Dacia Logan, Dacia Logan MCV, and two utilitarian vehicles Dacia Logan Van and Dacia Logan Pick-Up and the new Dacia Sandero.
The positive responses for Sandero with the foreign specialized press, immediately after launching it at Genève were quick. On every market where it shall be available, Sandero shall be positions, in terms of price, in the segment of the small class, with an interior space situates nevertheless in the superior category of the compact sedan.
Among the competitors of Sandero is also Renault – Clio 3, with a price that varies between EUR 8.800 and 11.500, Skoda Fabia (EUR 8.000 to 13.500, Volkswagen Polo (EUR8.500 – 16.000) or Peugeot 207 (EUR 10.500 – 12.500).
In Germany, Dacia Sandero shall cost EUR 7.200, and in France a price of approximately EUR 8.000 is expected. Dacia officials have not yet made public the price on the Romanian market, but mentioned that it shall be comparable with the price of the Logan.
In time, Dacia has had several advertising campaigns, which proved to be successful. In general, the advertising campaigns for Dacia are a combination of tradition and novelty, creativity and innovation.
The tradition stands up for the quality, in time, of Dacia and the innovation brigs tradition and history into the present. As a result, we have a successful advertising campaign over the years.
By advertising campaigns the brand image is presented to the audience and also, the products – Dacia Solenza, Dacia Logan, and services – Dacia assistance and original pieces. Since 2002 Dacia have won some important prizes for some of its advertising campaigns in the press, outdoor, TV, and radio. These prizes were obtained as the consequence of a fruitful collaboration with Graffti BBDO Agency.
2007 brought the most recent prize for Dacia: bronze in EFFIE prizes for durables category, Dacia Logan MCV.
It is very important to mention that for four years Dacia managed to constantly obtain prizes for its campaigns, as a result of a successful combination of creativity and tradition For all the EFFIE editions, until now, Graffiti BBDO and Dacia were rewarded for their campaigns. In 2004 gold for Dacia Solenza campaign, 2005 silver for Dacia Assistance, 2006 silver for Logan Diesel changes your life and in 2007 bronze for Logan MCV. EFFIE prizes mark the acknowledgement of marketing and communication efforts Dacia puts as a background of its image and performance and also the consequence of Graffiti BBDO Agency in building a constant platform for communication and strategy recognizing the new image, modern and successful of the producer.
On the Romanian market, in time the sales have registered a spectacular growth, as a result of the well-organized marketing campaigns: In the year 2004 was registered a sale of 22.833 units of Dacia Logan.
With the success of Logan, Dacia accomplished a growth of sales of 38, 6% and consolidated its position as leader in Romania and also got a strong recognition on an international scale. In the year 2004 a total of 95.296 units of the brand Dacia were sold, a growth of 38, 6%compared to the year 2003, of which 80.013 units were sold in Romania. Dacia has reached as such a market quota of 46, 5%. In 2004, Dacia exported 15.283 vehicles, registering a growth of over 26, 2%. This success, in Romania as well as over the borders, is the result of an offer influenced by the successful launching of the Logan model and of the extremely good sales of the Solenza model. The growth release is based upon the commercial red that was totally reconstructed and that today is one of the most modern in Europe. (In the year 2007 in Romania, Dacia has over a hundred sale points, of which 17 were opened in 2007). A very important contribution was the complete product offer, from the Dacia Original Spear Parts to the maintenance and repair services, without forgiving the offers for finance. These results offered very good perspectives for the year 2005, aspect subsequently proven. The success of the Logan model gave the chance to the constructor Dacia to realise in 2005 one of the largest sales of the history of the brand. Dacia consolidated as a consequence, its top position in Romania and received a powerful affirmation on four continents: Europe, America, Asia, Africa and over fourteen countries.
So, the sales of Dacia maintain a rising tendency, translated into a growth of 17% in 2007.
In Romania, Dacia keeps the leader position with 101.799 vehicles sold in 2007. In the same year, two limited series of Logan enjoyed a large success: Logan ABS +, that proposes additional security equipment) and that represented between 20 to 25% of the sales of Dacia in the period lasting from April to December 2007) and the limited series Logan Kiss FM, with radio CD MP3, series dedicated to a younger public (and that represented, since the series was launched, in April, 2007, 16% of the Dacia sales).
In Western Europe the growth is even more important, of 67, 9%, due to the success registered by the model Dacia Logan MCV. In 2007, Dacia has registered a growth in sales in the Western Europe.
The sales have grown to 73, 9% in France (32.684) and with 174, 8% in Germany (17.517), especially as a consequence of the success of the model Logan MCV on the aforementioned markets. In Morocco, Dacia holds a second position immediately after Renault, with a market quota of 12, 4%, but on the Moroccan market Dacia Logan is the best sold model. Dacia continues to develop also in Ukraine, where the sales have reached in 2007 a level of 9.350 units, representing a growth of 58% as compared to the year 2006.
The year 2007 was an important year also due to the fact that the magazine “L’Automobile Magazine”, edition 2007, that placed the Logan model on the first place regarding quality and performance, “compact” class. The official guide “Quality/ Performance 2007” published by the French magazine, analyses over 120 models and over 31 different brands.
Regarding the sale points/ dealers, the brand Dacia beneficiates from a commercial network with a very good coverage in all the countries where it is present. In Romania, Dacia has over 100 sale points, of which 17 were opened only in 2007. On the other markets, the brand Dacia is supported by Renault, very compact network and that is working at a professional level. In Western Europe, the number of dealers that sell Dacia is larger than 1100. In France, two dealers have decided, in 2007, to create separate sale points for Dacia.
At the present time, Dacia is available on over fifty-one markets, from Europe to Africa, through Maghreb and Turkey.
In March, the brand Dacia shall make its entrance in Portugal and in Scandinavia (Sweden, Netherlands, and Finland) until the end of 2008 (Paicu Claudia Elena, The impact analysis regarding the marketing advertising over the Group Dacia, http://steconomice.uoradea.ro/anale/volume/2008/v4-management-marketing/192.pdf).
In 2011, the Company recorded local Automobile Dacia SA according to their own management report a net profit of 300 million lei (70 million), up 30.43 % of the value reached in 2009, 230 million lei (54.4 million €).
The same document mentions that the company’s turnover last year was 11.403 billion lei (2.66 million), up by 26.64 % compared to the value of 9.004 billion (2.12 million) recorded in 2009. At the end of 2010, total Automobile Dacia rose to 2.039 billion lei. The annual report states that’ the total debt to be paid within a period of one year (Ed. -1.881 Billion), the share is owned commercial debts of 94.45 %. Their growth (Ed. – Debt) is justified by the increase in production capacity and production to 1,360 new vehicles / day and production integration of decks, due to the merger by absorption of subsidiary Auto Chassis International Romania’.
About the evolution of’ predictable’ of the company, it is estimated that in the next three years will preserve the market position of Romania and EU countries in Western Europe will continue to introduce programs in manufacturing investment in new vehicles and subassemblies and improve quality while reducing costs while maintaining brand image in the Renault.
The annual report also mentions that the exact value profit 300 015 819 lei (70,018,628.4 €) will be distributed as follows: £ 16.7 million legal reserve in accordance with the law, 90.6 million lei, all legal reserve under tax Code , 19.27 million lei for the participation of employees in profits and dividends are 173.3 million.
In 2012, Business Automobile Dacia rose by 15.5 % last year from 11.4 billion to 13.17 billion lei (3.1 billion €), turnover controlled by the French car manufacturer Renault was in 2011 almost two times higher than in 2007, when he placed at 6.93 billion lei.
The net profit has decreased by 8% last year, from 300 million to 275.1 million lei, according to the carmaker’s financial statements. Company’s earnings amounted to 442.3 million lei in 2007, but dropped the next two years 222 million, respectively 230.2 million lei.
In 2011, the company’s revenues grew by over 15%, from 11.6 billion to 13.43 billion lei, while expenses grew at a similar rate, from 11.27 billion to 13.06 billion lei. Sales were supported last year as exports, which increased by 13.6 % to £ 9.27 billion and domestic supplies, which increased by over 20 %, to 3.9 billion.
The company sold 327,878 vehicles last year, more than half of deliveries are covered by Duster, launched in 2010, shows the financial report. In Romania, the manufacturer sold in 2011 a total of 30 734 units, almost 50 % of sales being achieved through fleet renewal program nationally.
Internationally, deliveries in 2011 reached the level of 297 144 units, the main export markets are France and Germany, says the document. According to the annual report of the Board for 2010, Dacia sold in that year a total of 342 290 vehicles.
The average number of employees of the company declined in 2011 from 13823-13652 employees. Fees and wages advanced in 2011 from 743.6 million to 856.5 million lei, which included severance costs the indenisations to employees who have completed its work during the year.
The company’s portfolio includes vehicle variants Logan, Logan MCV, Logan Van, Logan Pick -up, Dacia Sandero and Dacia Duster and the first parts or assembly. Dacia Lodgy MPV launched in March, the first model produced abroad.
Renault Sandero and Logan prepares new generations, which could be launched this year. Logan was launched in 2004 and sold Sandero in Romania in the summer of 2008.
Dacia is Renault’s second brand, while Romania is the sixth of the French market.
Dacia sales in 2012 were nearly 360,000 Dacia vehicles sold on 4 continents, with six new models launched in 2012, Dacia features the youngest range in Europe, in an extremely difficult context, Dacia remains the most important brand in the Romanian market.
2012 marks several records for Dacia, first in terms of global trade performance. There have been sold around the world, no less than 359 822 vehicles bearing the logo of Dacia, up 4.8% from the level recorded in 2011.
Meanwhile, 2012 was a crucial year for the development Dacia range, the launching point 6 new models. This allowed renewing Dacia brand product offering by introducing new Logan, Sandero and Sandero Stepway. In addition, they approached the first new market segments, such as family vehicles and combination vehicles with models Lodge, Dokker and the Dokker Van. With the wave of releases in 2012, Dacia now has the youngest range in Europe, the oldest model of the Duster being launched in the first half of 2010.
Finally, Dacia has done an exceptional year in international markets, with 337,674 units sold in 43 countries.
The Romanian car market situation is deeply affected by uncertainty and the difficult economic environment remains a concern. Last year was recorded a further decrease in total new vehicle market , which lies as the allowances have not been made since the beginning of this century , while the imported used vehicle market grew by over 75 % .
Credit market restrictions mainly affected the individuals. It should be noted that individuals are traditionally a very important part of Dacia customers.
In this context, Dacia managed to maintain its position as market leader with over 26 % of all new vehicle sales in Romania.
From the 22 148 Dacia vehicles sold last year in the local market, 20 050 are cars and the remaining 2098 units, commercial vehicles.
In the models chart, Logan Sedan remains the bestselling vehicle on the market, with 9208 units sold, followed by Duster, with 5447 units of Logan MCV and with 1940 units. It is notable a good – start for the new Logan, Sandero and Sandero Stepway, and promising results for the Dokker model.
On foreign markets, Dacia recorded during 2012 an 8% increase in sales, the main performers being Euromed markets (North Africa and the Mediterranean), and an increase of 26.6%.
The sales in Western Europe were maintained at a level comparable with the previous year in the context of the regional market declined by 8.6%. In total, the area of Western Europe, were sold last year more than 230 000 vehicles Dacia.
France dominated in 2012, Dacia sales top countries with 84 522 units sold, followed by Germany with 46 590 units and Algeria, with 41 710 vehicles.
Dacia automobile production growth was seen only in numbers but also in the pockets of employees. Gross average wage increased in 2013 by 13.4 % over the previous year and nearly 66 % from 2009, while the average wage in the factory was under £ 1,900 at the end of 2013, wages rose to 3,154 lei, or nearly double the national industry average.
In addition, negotiations between management and the union brought Dacia employees gross increase of 180 lei , i.e. a net increase of £ 150 in addition to an exceptional first 360 lei in May and a £ 1,400 profit for the outcome of in 2013 .
Automobile Dacia has reached the end of five years of crisis (2009-2013) to record a turnover of 4.16 billion €, twice higher than in 2009, and the highest profit in six years of 76 million €.
In the same period, Renault has invested around 800 million € in Romania, out of a total of 2.2 billion invested between 2000 and 2013, according to company data. Investments were made as the plant went into production Dacia Sandero Stepway (in 2009), Duster (2010), and finally the new generation of Logan and Sandero (2012), followed in 2013 by the new Duster facelift. Also, Pittsburgh went into production a new engine for next-generation 0.9 -litre TCe turbocharged petrol engine, in addition to the 1.4 and 1.6 litres.
Considering the minimum Dacia profits during 2000 – 2013 (compared to the amount invested) if Dacia lend the same money market, interest rates would have exceeded profit, leading (in terms of a strategy identical) losses.
Not to mention, the other n reasons, which would lead to the destruction of Dacia, if you stick to the state: the state led by populist politicians would have fired employees in surplus; the technology around Dacia got ‘used’ with Renault; employees within the company would continue to steal more or less (the workers less and the ‘directors’ more), which undermine not only the firm’s profit, but also the quality of finished products.
Sure, Dacia has taken advantage of the crisis, so he had the good fortune to be the right place at the right time. As opposed than Sidex or Alro (which are also examples of successful privatization, but have lost a lot with the crisis – but if you were to state, were now in a position Oltchim – so even struggle for survival).
Employee participation in company profit sharing implies fulfilment of the legal conditions of profit and to other destinations than legally binding. To the extent that profits should be distributed or used entirely for a legally binding destinations is prohibited removal of part of the income distribution to shareholders or employees. Thus, both the CCM national provisions and those of CCM at branch level cannot be applied because it violates the provisions of art. 69 of Company Law no. 31/1990 republished.
Last year, Dacia sales raised with 16.5 per cent as the same period from 2012 (the first six months) with 211,400 units. As Renault stated, the Romanian manufacturer already had a positive feed-back in all its regions from the success given by Duster, resulting in the new Logan and Sandero models. Likewise, Dacia sales were 16.2 per cent from the total in the Group sales from the first six months of 2013.
Sandero’s new version and its sales increased in Belgium, almost with 100 per cent in Spain with 61 per cent, and last but not least – France with 32 per cent.
In point of Duster, a sales growth of nearly 50 per cent was registered, consisting in a significant leap which was recorded in India. Dacia, the first exporter of Romania – How many cars were sold abroad in 2013?
By comparison, Renault sales worldwide fell by 1.9 per cent in the first six months of 2013 to just over 1.3 million units. Also in Romania, the French manufacturer has registered a sales decline of 19 per cent.
In terms of Dacia, the Romanian producer market share in Europe was 2 per cent in the first half of the year, in terms of cars and commercial vehicles = mild, up 0.4 per cent from the same period of 2012. This is the largest increase of car brands in Europe in the first half of which is due in principle European orientation towards low -cost cars.
Dacia represents the car brand with the highest growth rates in Europe, sales reaching over 200,000 models in the first nine months of the year.
When Logan was launched into production, we started to sell larger volumes and export, but emerging markets. 2013 Dacia sold only 7.8 % in Romania and 92 % before export, especially in the markets of Western Europe.
In our country, Dacia sold 16,000 vehicles during the first nine months of 2013, resulting in a third position of the market.
Dacia Vice demonstrates how the models are upgraded, notwithstanding the success enjoyed nationally.
Duster, still having the export market, was previously substituted and it was presented in our continent in Romania, proving that we do not stay forever and enjoy the result without any effort.
In September, Dacia sales rose 40 per cent from the previous month, reaching 22,000 models, while increasing for the first nine months of the year was 20 per cent.
Currently, the car maker from Pittsburgh has 13,000 employees, up from 30,000 before the takeover by Renault, but production is almost four times higher than then.
Dacia sales growth is even more remarkable as the European market is declining and Renault has declined by 5 per cent in Europe.
French Renault presented their 2013 financial results in Paris, revealing increased operating profit by 59 %, both due to the success of Dacia, and because the savings made internally.
Renault is the only car manufacturer in France which ended the fiscal year 2013’ in addition’. Moreover, the French were able to achieve a 59% increase in operating profit compared with the results in 2012, a remarkable increase given that the French do not work in the U.S. market and have not been as strong on the market China as did other major players in the industry. Before taxes and other costs, Renault proceeds totalled 1.24 billion €, a remarkable increase compared to the 782 million € achieved in 2012.
The French officials say that financial results were improved due to the excellent results of the Dacia brand and cost reduction, internal protective measure to avoid viewing the situation reached countrymen from PSA Peugeot – Citroen.
Following a positive year on the financial side, Renault expects a successful 2014 in which to obtain increases in both income and the operating profit. In addition, the French say they will get a’ free cash flow’ positive, exceeding the target of two billion, the approximate 2.5 billion.
As it was shown in the data ACEA, Renault was the only automaker among the top five best-selling brands on the market that has achieved sales growth of the group in this region. Outstanding achievements of the Dacia brand, which rose by 23% decline of 1.5 per cent offset of the brand which named the group, have its headquarters in Paris.
Renault and Nissan will operate a cost reduction strategy that will work in union development and production departments.
The two brands will develop shared technology and new models, which will be manufactured at the joint, on the same line.
The first plant will be modified so that in India, where the change will apply from 2015, but the changes will be applied to the other 10 countries in 2020.
Renault-Nissan Alliance has about 50 plants worldwide and will involve the Russians from AvtoVaz to that extent, says the Nikkei.
Renault and Nissan have been working since 1999 and have managed to save 2.69 billion € in 2012 due to joint projects. Throughout 2013, the international business environment was strongly influenced by the efforts of all states to overcome the economic crisis. For Romania, the increase of the absorption EU funds, the continuation of certain investment projects, the reduction of arrears in health and those of local government have been measures that have positively influenced business.
On the other hand, the frequent modification of the Fiscal Code generated by introducing new taxes, the rise of gas and electricity price, unfavourably affected the industry and the business environment. In this context, Dacia Automobile has achieved and commercialized in 2013 a production of vehicles and auto part larger than the previous year.
The sales on the market in Romania have been sustained mainly by the appliance of the car fleet renewing the program, and the sales on the EU markets have been sustained by the quality, reliability and the prices of the Dacia labelled vehicles.
Conclusions
Under the impulse of economic and political changes of their business environment, multinational companies implement operational strategies (production, market and global aspect) in order to maintain competitiveness, according to the exigencies of the customers. The three categories of operational strategies coexist currently worldwide, although at one time, depending on the level of development of the host space and hence the location of the advantages offered, it can identify the dominant strategy.
The interaction with this type of strategy, multinational companies have resorted to structural strategies (internal growth, external and strategic partnerships) that have changed configuration, causing the concentration of capital and production in several regions of the world. These two types of strategies pursued by multinational companies together define their business strategy. With regard to multinational companies based in the countries analysed strategy is global, type offensive to expanding market parties through external growth, the utmost. Also, these companies are implementing a defence strategy of market parties already conquered by increasing the efficiency of production networks.
The EU accession countries analyzed will not substantially influence their business strategy in the short term.
As we have seen in the presentation of the crisis situation, the company Dacia-Renault was faced in 2005 with an image crisis. Employee dissatisfaction escalated and caused an organizational crisis. Coverage of the crisis had an impact on the organization's image, and thus sometime after, the company was faced with a new crisis, much deeper.
As shown by the analysis, the organization failed to properly manage the situation. The company did not communicate with an audience and did not answer the open questions of journalists. There was no coherent management plan and strategies have been applied consistently and had developed forms. Also, we have seen a lack of interest in communication structures and image of leadership. The analysis broadcast mass media highlighting the problems faced by the organization, as well as vulnerabilities and potential risks. According to these analyses was made a proposal for image management strategy appropriate to the situation. The proposal shows how the organization has to manage the crisis situation, the messages to be transmitted and public relations activities to be carried out. Implementation of such a campaign would have brought the organization a boost of confidence. In addition, I believe that this strategy is really necessary, the solution of problems faced by the organization.
From a theoretical perspective, the present work revealed a number of conclusions. The crisis can profoundly affect the organization and, therefore, it is important to know to prevent and manage it properly.
Many companies from all fields have experienced or are experiencing a crisis. Those responsible for the communication of these companies need to understand that if an organizational crises, internal and external communication is very important. Also, should take into account a number of factors that cause or amplify crisis development. In addition, organizational crisis has persistent effects on the image of the organization. Therefore, communicators must understand that managing corporate image and identity is important both for crisis and for its solution. Often, if a company has a good image, the target audience will be more understanding of perception problems the organization faces. Crisis management should be done correctly and consistently. Use communication strategies need to be done consistently. If your organization does not communicate continuously or behaviour does not conform to the statement, the organization's credibility decreases and there is a risk that the crisis situation facing the organization lead to its demise.
Starting from these principles, we showed that they are valid in practice. The case study shows a concrete crisis situation faced by the organization. If Dacia-Renault can see how certain internal events such as strikes have had an effect on the image and led in time to the crisis. Thus, it is apparent that lack of business management planning situation led to loss of credibility and public support. On the contrary, a coherent answer would have brought public support, but Dacia-Renault specialists were taken by surprise and did not react properly. If the organization should be applied communication strategy performance in a fair, surely the crisis would be reduced and the public would have more confidence in the organization.
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1993. References
Ana Colovic and Ulrike Mayrhofer, Optimising the Global Value Chain: An Analysis of the Automobile Industry, 10th Vaasa Conference on International Business, University of Vaasa, Finland, August 23-25, 2009.
Bălănescu O., Tradiție și inovație în publicitate, in Comunicare și Cultură: Aplicațiiinterdisciplinare, coordonator Adela Rogojinaru, Editura Tritonic, București, 2006.
Brainard, S. L., A Simple Theory of Multinational Corporations and Trade with a Trade-off between Proximity and Concentration, ‘NBER Working Paper’, 1993.
Cialdini R.B., Psihologia persuasiunii, EdituraBusinesstech, București, 2004.
Genco, P.; Taurelli, S.; Viezzolli, C., Private Investment in Central and Eastern Europe: Survey Results, ‘EBRD Working Paper’, nr. 7, 1993.
Idu, N.; Zamfirescu, I., Costuri si beneficii ale aderării la Uniunea Europeana pentru țările candidate din Europa Centralăa și de Est, Institutul European din România, 2001.
Kotler, Ph., Marketing Management, (11th Edition), New York: Prentice Hall, 2001.
Krifa, H., Concurrence oligopolistiques et concentration dans le secteur d’automobile, 2000.
Markusen, J. R., The Boundaries of Multinational Enterprises and the Theory of International Trade, ‘Journal of Economic Perspectives’, vol. 9, nr. 2, 1995.
Meyer, K. E. Direct Foreign Investment in Eastern Europe. The Role of Labor Costs, ‘Comparative Economic Studies’, nr. 4, 1995.
Newman M., Salturi Creative. 10 lecții de advertising eficient inspirate de Saatchi & Saatchi, Editura BrandBuilders, București, 2006.
Nițu Antonie, R., Strategia de afaceri a firmelor multinaționale, Teza de doctorat, Timișoara, 2003.
OCDE Assessing Investment Opportunities in Economies in Transition, Centre for Co operation with the Economies in Transition, Paris, 1994.
Stanton, W., J., Fundamentals of Marketing, (6th edition), New York: McGraw- Hill,1981.
Verstage, Jill, Marketing, London: ICSA Publishing Ltd., 2005.
Wang, Z., Foreign Investment in Hungary: A Survey of Experience and Prospects, Communist Economies and Economic Transformation
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