This report delves into the complexities of international management, exploring cultural disparities and their impact on businesses operating globally. Using Deutsche Bank as a case study, the report examines the challenges of expanding into international markets, including cultural barriers and legal differences. It analyzes the importance of understanding high and low-context cultures and introduces the EPRG framework (Ethnocentric, Polycentric, Regiocentric, and Geocentric orientations) to manage international marketing strategies. Additionally, the report explores Handy's Model of Organizational Culture, specifically the four cultures theory (Power, Role, Task, and Person cultures). The conclusion emphasizes the critical role of cultural understanding in minimizing risks and achieving profitability in international business, highlighting the need for tailored strategies to meet diverse customer needs. The report provides a comprehensive overview of the key factors influencing international management success.
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