Marketing Across Culture: Hertfordshire Business School in Egypt Plan

This report presents a strategic marketing plan for Hertfordshire Business School, aiming to expand its business-related programs into Egypt. It acknowledges the significant cultural differences between the UK and Egypt as a potential challenge. The report begins with an introduction outlining the objective and scope, followed by an external analysis using PEST analysis, evaluating political, economic, social, and technological factors in Egypt. A SWOT analysis identifies the school's strengths, weaknesses, opportunities, and threats in the Egyptian market. The report then proposes an action plan, detailing product, price, place, and promotion strategies, along with marketing objectives and a budget. A key component involves analyzing cultural differences using Hofstede's cultural dimensions (power distance, individualism, masculinity, uncertainty avoidance, long-term orientation, and indulgence) to understand the cultural nuances between the UK and Egypt. The report offers recommendations based on this analysis, emphasizing the importance of adapting the marketing strategy to the Egyptian context for successful expansion. The report concludes by summarizing key findings and recommendations. The appendices include the introduction, external analysis, SWOT analysis, action plan, cultural differences, and academic and secondary references.

RUNNING HEAD: MARKETING ACROSS CULTURE
MARKETING ACROSS CULTURE
Name of the Student:
Name of the University:
Author’s Note:

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Executive summary
This report aims to prepare a strategic marketing plan for the Hertfordshire Business
School. This organisation is interested to expand its business-related programs in
Egypt. This report finds that huge cultural differences between the UK and Egypt can
disrupt the initiative of this educational organisation. This organisation has to utilise its
strengths and opportunities to deal with threats and opportunities to achieve its
objectives. A marketing plan is developed for this organisation, which can help this
organisation to achieve its objectives.

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Table of Contents
Introduction:.......................................................................................................................3
External analysis:...............................................................................................................3
SWOT analysis:.................................................................................................................5
Action plan:........................................................................................................................6
Cultural differences:...........................................................................................................7
Power distance:..............................................................................................................8
Individualism:.................................................................................................................8
Masculinity:.....................................................................................................................9
Uncertainty avoidance:................................................................................................10
Long term orientation:..................................................................................................10
Indulgence:...................................................................................................................11
Conclusion:......................................................................................................................12
Academic References:.....................................................................................................13
Secondary References:...................................................................................................14
Appendices:.....................................................................................................................16

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Introduction:
In today’s competitive landscape, a University must develop strategic
management planning to manage its marketing operation across global markets.
Hertfordshire Business School is a part of the University of Hertfordshire, a UK based
university formed in 1952. Hertfordshire Business School is interested to enter Egypt,
an emerging market. Marketing plan to entry in Egypt for business-related programs of
study can be beneficial for Hertfordshire Business School. This paper aims to develop a
marketing plan for this organisation by analysing the external environment. SWOT
analysis will be used in this report to identify the strengths, weaknesses, threats, and
opportunities. By using Hofstede insight, the cultural differences will be identified. Based
on this analysis marketing plan for this organisation will be developed.
External analysis:
Hertfordshire Business School is interested in its business-related programmes
of study for Egypt. So it can be said that Business-related programmes study is the
product. Targeted market if Egypt. To identify the market-related issues PEST analysis
will be done. The environment of Egypt, in which the Hertfordshire Business School has
to operate can be vulnerable to certain factors such as political, economic, social and
technological factors.
Political factors:
A politically stable country can be suitable for an educational institution. Egypt is
not a politically stable country (Abdou and El Ebrashi 2015). Due to military rule, the
democracy of Egypt has not flourished. Struggle between political parties Judiciary and

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military is present in this country. A conflict between Egypt and Ethiopia is a reason to
concern. Abdel Fattah el-Sisi, the president of Egypt controls this country. A semi-
presidential system is followed in Egypt (Helmy and Wagdi 2016).
Economic factors:
The economic situation of Egypt is improving since the presidential election of
2014. The GDP of Egypt was EGP 250.895 billion in 2018 (Data.worldbank.org 2019).
The GDP growth of Egypt was 5.6% in 2019. The GNI per capita income of Egypt was
$2800. 13.87% was the inflation rate (Plecher 2019). The economy of Egypt is affected
by the decline of tourism, shortage of oil and reduction of FDI due to political instability.
However, from 2016, Egypt has been implementing the economic reform program as a
part of the agreement with the IMF (IMF 2019).
Social factors:
The literacy rate of Egypt in 2017 was 71.17 per cent (Uis.unesco.org 2020). The
literacy rate among the population aged 15-24 years was 88.19 per cent in 2017
(Uis.unesco.org 2020). This group is the targeted segment of Hertfordshire Business
School. In 2017, Gross Enrolment Ration in tertiary education was 35.16%
(Uis.unesco.org 2020). The government of Egypt has prioritised the education system of
this country.
Technological factors:
Though the technology of ancient Egypt was appreciable yet the present
scenario is Egypt is not in good shape. Due to the lack of technological advancement,

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Egypt is facing problems (Aliyu, Modu and Tan 2018). There is a lack of strong and
honest leadership that can lead this Nation towards technological improvement.
SWOT analysis:
Strengths  As a high-quality business school, Hertfordshire Business
School can deliver world-class business education to
Egyptian students.
 The high success rate of this educational organisation is its
strength.
 Highly skilled workforce of this business school is a strength
for Hertfordshire Business School.
 Significant presence in the key industry cluster is a strength
of this educational organisation.
Weaknesses  At present, Egypt is not technically advanced. It can be a
weakness for this organisation to set up a world-class
business program, which can deliver the desired outcome, in
a country, where technological advancement is missing
(World Bank 2020).
Threats  Expanding its business program in a politically unstable
country like Egypt can be treated for this organisation.
 Several universities are catering to students of Egypt in
diverse fields. It can be a threat to this educational
organisation to do its operation in this country.
Opportunities  High literacy rate of Egypt can be an opportunity for the

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Hertfordshire Business School.
 The present government of Egypt has prioritised the
education system of this country. Which can be an
opportunity for this organisation.
Action plan:
Product:
Hertfordshire Business School is interested to offer business-related programs
for the Egyptian students.
Price:
For the pricing strategy, it can be suggested that competitive pricing strategy can
be useful for the educational organisation to set a price by comparing its competitor in
the Egyptian market (Kienzler and Kowalkowski 2017).
Place:
This educational organisation will offer an education program through offline.
Egypt is not technologically advanced. Internet system of this country is not adequate.
In future, if this country is successful to implement technological advancement then
besides of its offline education service, online education service will be provided.
Promotion:
For the promotion, this organisation will utilise television, radio, newspaper and
social media platform will be used for the promotion (Dwivedi, Kapoor and Chen 2015).
Marketing objective:

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The marketing objective of this plan is to share the information about the
business program newly offered by the Hertfordshire Business School. The aim of the
marketing plan is to attract University students for the business program.
Marketing budget:
For the marketing budget, it can be said that this organisation has to spend a
huge amount of money. It will help this organisation to share the important information,
the success rate of this educational organisation.
Strategy:
It can be recommended that this organisation has to take adaption strategy to
capture the educational market of Egypt. To apply this strategy this organisation has to
analyse the educational market of Egypt. The trend of the Egyptian student,
environment, and motivation of the student must be analysed. The reason for which the
Egyptian student will prefer this business model must be identified. It will help this
organisation to achieve its objective (Shams and Huisman 2016).
Cultural differences:
Hertfordshire Business School is a part of the University of Hertfordshire, a UK
based university. This organisation is interested to expand its business-related
programs in Egypt. The cultural difference can disrupt this initiative. That is the reason
cultural differences between these two countries will be evaluated by using Hofstede’s
cultural dimension model. Five factors are analysed through this model which are power
distance, individualism, masculinity, uncertainty avoidance, long term orientation and
indulgence (Khlif 2016). To compare the cultural differences between the UK and Egypt

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will be done in this part. In the end, the provided graph represents the cultural
differences.
Power distance:
Power distance dimensions refer to the extent to which the least powerful citizen
of a country or a member of an organisation assume and admit the power is distributed
unequally. In the power distance dimension, Egypt scores 70, which is a high score
(Hofstede Insights 2020). Citizen of this country follows a hierarchical order. Everything
has a place and that needs no for further explanation. The high score of this country in
this dimension reflects inherent inequalities. The concept of centralisation is popular in
Egypt. It is expected that the ideal Boss will tell subordinates what to do.
In the power distance factor, the score of the UK is 35, which is a low score
(Hofstede Insights 2020). Citizen of this country is interested to minimise inequalities.
The concept of inequality is prioritised by the citizen of this country. The concept of fair
play motivates the citizen of UK. Every citizen must be treated equally is believed by
this country. So it can be said that in the power distance dimension there is an
enormous variance between the culture of Egypt and the UK. In this dimension the
difference between these two countries is huge. So while expanding its operation in
Egypt, the authority of Hertfordshire Business School has to emphasise this dimension.
Individualism:
Individualism dimension refers to the amount of interdependence of society
maintenance among its members (Minkov et al. 2017). The score of Egypt in the
individualism dimension is twenty-five (Hofstede Insights 2020). The society of this

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country can be characterized as collectivist. Close long term commitment is prioritised
by this Egyptian society. Loyalty is emphasised by this type of society. Strong
relationship present in this country. Everyone is interested to fulfil their responsibility.
The relationship between employer and employee is perceived in moral terms. In the
Egypt society often can create shame and loss of face.
In the individualism dimension, the score of the UK is eighty-nine (Hofstede
Insights 2020). It can be said that the citizen of this country is highly individualist. They
are highly private people. From an initial age, children are motivated by their parents to
find out the purpose of their life. Through a unique way, they can contribute to society
must be identified by themselves. For happiness, people prefer to achieve personal
fulfilment. The difference between these two countries in this dimension is huge. The
authority of Hertfordshire Business School has to prioritise this dimension while
expanding its operation.
Masculinity:
The score of Egypt in the masculinity dimension is forty-five (Hofstede Insights
2020). So it can be said that the character of Egyptian society is relatively feminine.
Citizen of this country e works in order to live. Equality and solidarity are emphasised in
the feminine society. With the help of compromise and negotiations conflicts are
managed. Citizen of this country prefers incentives in the form of flexibility and free time.
Feminine society emphasises on well-being. For the decision making involvement is
prioritised (ElKhouly & Marwan 2017).
In the masculinity dimension, the score of the UK is sixty-six (Hofstede Insights
2020). The society of this country can be characterised as success oriented. Citizen of

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this country is interested to work for a living. Clear performance ambition is fixed by the
citizen of UK. British culture of modesty and the culture of success-oriented are
connected for this country. In this dimension the difference between Egypt and the UK
is moderate.
Uncertainty avoidance:
The uncertainty avoidance dimension explains the extent to which the member of
a culture feel vulnerable by unfamiliar circumstances and have formed beliefs and
institutions that try to dodge these situations. In the uncertainty avoidance dimension,
the score of Egypt is eighty (Hofstede Insights 2020). It can be said that the citizen of
this country highly preferred avoiding uncertainty. Egyptian society follows the firm
codes of trust and behaviour. Citizen of this country is prejudiced of unconventional
behaviour and ideas. People are interested to work hard. Punctuality is the social norm,
followed by this society.
In the uncertainty avoidance dimension, the score of the UK is thirty-five
(Hofstede Insights 2020). Citizen of this country is comfortable in ambiguous situations.
Citizen of this country is happy to wake up not knowing about the future ( Branston and
Nawar 2018). They are Interested to solve the situation on their own. In this dimension,
the difference between these two countries is huge. It can impact the Hertfordshire
Business School.
Long term orientation:
The long-term orientation dimension refers to how the society of a country
connects its past while managing the obstacles of the present and future. In this

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dimension, the score of Egypt is seven, which is a very low score (Hofstede Insights
2020). The culture of Egyptian Society can be characterized as normative. Citizen of
this country had strongly concerned with establishing the absolute truth. Thinking ability
of this type of society is influenced by culture. Tradition is prioritised by the Egyptian
people. Egyptian people are interested to accomplish quick results. However, people of
this country has a small tendency to save for the future.
In the long term dimension, the score of the UK is fifty-one (Hofstede Insights
2020). It can be said that it is difficult to determine the culture of the UK through this
score. So it can be said that the culture of Egypt is different from the UK. The score in
this dimension is proof of that.
Indulgence:
Indulgence dimension refers to the extent member of society control their desire.
In the indulgence dimension, the score of Egypt is four, which is a low score ( Hofstede
Insights 2020). The society of Egypt can be characterized as very much restrained. The
propensity of society is cynicism and pessimism. Citizen of this country does not spend
much time on leisure. The desires are controlled by the citizen of this type of society.
Actions must be controlled by social norms.
In the intelligence dimension, the score of the UK is sixty-nine (Hofstede Insights
2020). The culture of this country can be characterized as intelligent. Citizen of this
country has a positive attitude. People belong to this type of society have a propensity
towards optimism. Lizard time is prioritised by the citizen of this country. They are
interested to spend their savings as they want. So it can be said that there is a vast
variance between these two nations in this dimension.

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Conclusion:
Thus, this report concludes that Hertfordshire Business School has to prioritise
the cultural differences between Egypt and the UK. To gain competitive advantage
these educational organisation and to expand its operation globally. Egypt as an
emerging market can be a good option for this organisation. Though this country is
political instable and technologically backward yet it can be said that the supporting role
of government can be beneficial for this educational organisation. This educational
organisation has to utilise its strains to attract the University students of Egypt. While
capturing the market of Egypt in this organisation can follow a competitive pricing
strategy, initially offline service. An appropriate marketing plan and strategic planning
will help this organisation to fulfil its objective regarding Egypt.

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Academic References:
Abdou, E. and El Ebrashi, R., 2015. The social enterprise sector in Egypt: current status
and way forward. In Social entrepreneurship in the Middle East (pp. 37-62). Palgrave
Macmillan, London.
Aliyu, A.K., Modu, B. and Tan, C.W., 2018. A review of renewable energy development
in Africa: A focus in South Africa, Egypt and Nigeria. Renewable and Sustainable
Energy Reviews, 81, pp.2502-2518.
Branston, S.T. and Nawar, Y.S., 2018. Exploring the practice of emotional intelligence
on negotiations and procurement effectiveness within the music industry in UK. The
Business & Management Review, 9(4), pp.592-602.
compe. Pricing strategy: A review of 22 years of marketing research. Journal of
Business Research, 78, pp.101-110.
Dwivedi, Y.K., Kapoor, K.K. and Chen, H., 2015. Social media marketing and
advertising. The Marketing Review, 15(3), pp.289-309.
ElKhouly, S. & Marwan, R. 2017, "Defining the Organizational Culture that Drives
Strategic Innovation in Micro, Small and Medium Enterprises in Egypt", Competition
Forum, vol. 15, no. 1, pp. 38-47.
Helmy, A. and Wagdi, O., 2016. Political Risks and Their Economic Effects: Evidence
from Egypt. International Journal of Economics and Finance, 8(7), pp.94-122.
Khlif, H. 2016, "Hofstede's cultural dimensions in accounting research: a
review", Meditari Accountancy Research, vol. 24, no. 4, pp. 545-573.

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Minkov, M., Dutt, P., Schachner, M., Morales, O., Sanchez, C., Jandosova, J.,
Khassenbekov, Y. & Mudd, B. 2017, "A revision of Hofstede’s individualism-collectivism
dimension", Cross Cultural & Strategic Management, vol. 24, no. 3, pp. 386-404.
Shams, F. and Huisman, J., 2016. The role of institutional dual embeddedness in the
strategic local adaptation of international branch campuses: Evidence from Malaysia
and Singapore. Studies in Higher Education, 41(6), pp.955-970.
Secondary References:
Data.worldbank.org (2019). Egypt, Arab Rep. | Data. [online] Data.worldbank.org.
Available at: https://data.worldbank.org/country/egypt-arab-rep [Accessed 17 April.
2020].
Hofstede Insights, 2020. Country Comparison - Hofstede Insights. [online] Hofstede
Insights. Available at:
<https://www.hofstede-insights.com/country-comparison/egypt,the-uk/> [Accessed 17
April 2020].
IMF (2019). Arab Republic of Egypt and the IMF. [online] IMF. Available at:
https://www.imf.org/en/Countries/EGY [Accessed 17 April. 2020].
Plecher, H. (2019). Egypt- Inflation rate 2024 | Statista. [online] Statista. Available at:
https://www.statista.com/statistics/377354/inflation-rate-in-egypt/ [Accessed 17 April.
2020].
Uis.unesco.org, 2020. Egypt | UNESCO UIS. [online] Uis.unesco.org. Available at:
<http://uis.unesco.org/en/country/eg> [Accessed 17 April 2020].

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World Bank, 2020. Overview. [online] World Bank. Available at:
<https://www.worldbank.org/en/country/egypt/overview> [Accessed 17 April 2020].

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Appendices:
Cultural differences:
Source: (Hofstede Insights 2020)