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Facilities & incentives offered by the Government;

This model of cultural values has been used extensively because it provides data for a wide array of countries. Many academics & the managers found that this model helpful in exploring management approaches that would be appropriate in different cultures.

For example, in a nation that is high on individualism one expects individual goals, individual tasks, & individual reward systems to be effective, whereas the reverse would be the case in a nation that is low on individualism.

While analyzing social & cultural factors, the organization may consider the following aspects:
Approaches to society towards business in general & in specific areas;
Influence of social, cultural & religious factors on the acceptability of the product;
The lifestyle of people & the products used for them;
Level of acceptance of, or resistance to change;
Values attached to a particular product i.e. the possessive value or the functional value of the product;
Demand for the specific products for specific occasions;
The propensity to consume & to save.
Competitive Environment
The competitive environment also changes from country to country. This is partly because of the economic, political, & cultural environments; these environmental factors help determine the type & degree of competition that exists in a given country. Competition can come from a variety of sources. It can be a public or a private sector, come from the large or the small organizations, be domestic or global, & stem from traditional or new competitors, GST registration. For a domestic firm, the most likely sources of competition might be well understood. The same isn’t the case when a person moves to compete in the new environment.