Socio Geographic Factors
- Submitted by: scorbin
- Views: 1814
- Category: Other
- Date Submitted: 05/23/2010 12:49 PM
- Pages: 9
- Report this Essay
Introduction
“Three fundamental factors have affected the process of economic globalization which are improvements in technology, diversified tastes of consumers, and public policies both local and national (Mussa, 2000. p.1).” In the case of DHL, and their business enterprise into Central and Eastern European regions will be discussed in relation to class definition, work value systems, geographic mobility, and regional variations of the culture and business environment in the new market-place. DHL’s market growth, global initiative, and competitive management structure has afforded them the leadership role in their industry. The specific multi-national business strategy will be discussed to examine the cross cultured benefits of being a risk-taker when entering into new global market regardless of the apparent challenges.
Classes and Work Values
“Class, or socioeconomic status (SES), permeates our social behavior and thought, and ours (American’s) is a class-based society, the by-product of industrialization and capitalism (Kottak & Kozaitis, 2003. chp 13).” DHL operates as one of the world’s largest international carrier service provider founded in 1969, services more than 200 countries, while employing more than 55,000 people around the world. As the organization entered Central and Eastern Europe in the early 1990’s, there were no air carrier services in these regions during the reigning communist time period because of the lack of democratic freedoms. Restrictions on Central and Eastern Europe would include rigid border patrols, censorship of printed materials, and cassettes and letters. Furthermore, monopolistic activities within the local governments eliminated the need for companies like DHL to operate successfully. DHL’s entry into this market influenced the change initiatives for a new transportation infrastructure that lead to other investments into the regions business structure. The commitment to this area of business also meant that...
“Three fundamental factors have affected the process of economic globalization which are improvements in technology, diversified tastes of consumers, and public policies both local and national (Mussa, 2000. p.1).” In the case of DHL, and their business enterprise into Central and Eastern European regions will be discussed in relation to class definition, work value systems, geographic mobility, and regional variations of the culture and business environment in the new market-place. DHL’s market growth, global initiative, and competitive management structure has afforded them the leadership role in their industry. The specific multi-national business strategy will be discussed to examine the cross cultured benefits of being a risk-taker when entering into new global market regardless of the apparent challenges.
Classes and Work Values
“Class, or socioeconomic status (SES), permeates our social behavior and thought, and ours (American’s) is a class-based society, the by-product of industrialization and capitalism (Kottak & Kozaitis, 2003. chp 13).” DHL operates as one of the world’s largest international carrier service provider founded in 1969, services more than 200 countries, while employing more than 55,000 people around the world. As the organization entered Central and Eastern Europe in the early 1990’s, there were no air carrier services in these regions during the reigning communist time period because of the lack of democratic freedoms. Restrictions on Central and Eastern Europe would include rigid border patrols, censorship of printed materials, and cassettes and letters. Furthermore, monopolistic activities within the local governments eliminated the need for companies like DHL to operate successfully. DHL’s entry into this market influenced the change initiatives for a new transportation infrastructure that lead to other investments into the regions business structure. The commitment to this area of business also meant that...