Starbucks Operation: Hofstede Cultural Dimension, Global Marketing, and Social Media Marketing

Running head: STARBUCKS OPERATION
STARBUCKS OPERATION
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1STARBUCKS OPERATION
Question no 1.
Comparison of Hofstede cultural dimension New Zealand and India:
Greet Hofstede has pointed out six cultural variables which identify the differences of the
organisational culture of the countries.
Power distance: in power distance dimension, New Zealand sores low as within the
organisations, hierarchy are set only or convenience. The communication gap between the
superiors and inferiors is not much critical. The employees work in teams and share their
expertise without any problem. The managers and other employees are informative and they
consult one another quite frequently (Saleem & Larimo, 2017). the Indian society along with
business are highly hierarchical. There is a strong gap in the people power privileged and those
who do not have power. The communication and sharing of knowledge among the employees
with the managers are highly critical and showing respect to the powerful people for doing
business in India. In Starbucks, hierarchical structure is not followed hence new Zealand can
easily match the criteria
Individualism: in New Zealand, the individualism dimension is high as the employees of
the organisations are expected to have self-reliance as well as display initiatives. The hiring
process highly depends upon the merit. Indian organisational culture has both collectivist as well
as individualistic traits which means that the people prefer to work in teams but if condition
appears, they also work individually to solve problems. As India has collectivist culture,
employees can easily work in teams and perform better than any other region.
Masculinity: New Zealand is a masculine country as the people on this country take
pride in success and achievements in life rather than focusing on the quality of life or caring for
others. India scores high in masculinity dimension as the visual display of success and power
has importance in the society. The focus remains on achievements that is validated by material
gains. The incentive structure of Starbucks can be well utilised in this way.
Uncertainty avoidance: in this dimension, New Zealand does not show any preference
as this dimension. India scores low as the people are accepting of imperfections. The tolerance
of unexpected is higher as people do not feel driven to take action initiatives. Starbucks follow
perfectionist way of service that does not allow any mistake in its products and service.
Therefore, in New Zealand, it will perform better.

2STARBUCKS OPERATION
Long term orientation: in this dimension New Zealand scores low for which it is a
normative country. These people have strong concern to establish absolute truth. In Indian
culture, the idea of Karma dominates the idea of long-term orientation. The people here believe
that truth as many ways to be found so they forgive the lack of punctuality. The general comfort
with discovering the fated path rather than playing to an exact plan is preferred. The company
will be profitable in the country where long term orientation is practiced.
Indulgence: New Zealand scores high in the indulgence dimension as the people exhibit
willingness for realising their impulses as well as desires for enjoying their lives by balancing the
work with their personal lives. On the contrary, India scores low in the indulgence dimension
and has the tendency of pessimisms and cynicism. This restraint society control the gratification
of desires as the people are restrained by the social norms (Taras, 2017). This helps Starbucks
to keep employees motivated more in New Zealand.
New Zealand India
Figure 1. Comparison of Hofstede cultural dimension New Zealand and India
(source: Saleem & Larimo, 2017)
Question no 2.
In case of operating in New Zealand, Starbucks have followed the standardised global
marketing process. This is due to the fact that the culture and customer preference in New