Marketing Report: Analyzing Marketing Across Cultural Differences

This report provides a comprehensive analysis of marketing strategies across cultural differences, specifically focusing on the University of Hertfordshire Business School (HBS) and its international expansion into Chile. It begins with an introduction and explores the cultural differences between Kenya and Chile, ultimately recommending Chile as a more viable location. The report delves into product and market-related issues, cultural barriers, and external factors using PEST and SWOT analyses. It suggests marketing strategies to overcome cultural differences, addresses government policies and fee structures, and considers competitor threats. An action plan outlines implementation steps with timelines, stakeholders, and expected outcomes. The report concludes with a summary of findings and recommendations for successful marketing implementation, emphasizing the importance of adapting to cultural nuances and leveraging market opportunities within Chile's educational environment. The report also references various academic sources to support its findings and recommendations.

Running head: MARKETING ACROSS CULTURAL DIFFERENCES
Marketing across Cultural Differences
Name of the university
Name of the student
Author note

1MARKETING ACROSS CULTURAL DIFFERENCES
Table of Contents
Introduction....................................................................................................................2
Findings and analysis: product and market related issues.............................................2
Cultural differences....................................................................................................2
External factors: PEST analysis.................................................................................3
SWOT analysis...........................................................................................................4
Recommended strategies for marketing.........................................................................6
Overcoming cultural differences................................................................................6
Government policies and implementation of fee structure........................................7
Recovering the competitors’ threat............................................................................7
Action plan: implementation of strategies.....................................................................9
Conclusion....................................................................................................................12
References....................................................................................................................14

2MARKETING ACROSS CULTURAL DIFFERENCES
Introduction
This report intends to explore marketing opportunities of University of Hertfordshire
Business School as the organisation is on the verge of implementing their international
policies. After reviewing both the educational environment of Kenya and Chile, is has been
understood that both geographically and commercially Chile would be a wiser choice than
choosing Kenya as an international location for their investment in overseas educational
platform. This report following by a situational analysis will try to suggest necessary
strategies for publicizing and creating awareness among students across Chile about better
quality of education. After analysing the existing issues and external factors with the services
and market, an action plan will be framed with relevant marketing theory and considering
cultural differences between two places. Successful implementation of marketing strategies
across the cultural barriers would help to accomplish business objective as well.
Findings and analysis: product and market related issues
Cultural differences
According to the findings, while working on an international project organisations
very likely confront with both the professional and personal cultural barriers. One of the
necessary aspect of a successful international expansion is to imply relevant management
theories to mitigate existing cultural issues and move forward. Such issues occur as
globalised business practices gather so many people together with different backgrounds.
According to De Mooij (2015), they perceive varied beliefs about professional culture as far
as global marketplace of higher education is concerned. According to Hofestede’s cultural
model and reviewing the journal Pucciarelli and Kaplan (2016), to resolve such issues and to
avoid such situations his theory of power-distance, uncertainty avoidance,
masculinity/femininity and individualism/collectivism can be implemented.

3MARKETING ACROSS CULTURAL DIFFERENCES
External factors: PEST analysis
Political Economic
 After analysing the political factors, it has
been understood that HBS has immense
potential, as discussed in Bernasconi, and
Celis (2017), government’s
implementation of free tuition policy has
influenced students to go for secondary
education which is the major reason behind
seeking for university degree.
 However, Government’s free tuition policy
and other loan policies as described in
Beyer et al. (2015) would have a negative
impact over HBS’s fee structure as well.
 As mentioned before, Chile’s
economy is in a condition of
consistent development. Such
condition indicates nature of
pursuing higher education among
students.
 Theoretically, amended credit
policies of the country will support
the rise of individual organisations
like HBS university chains.
Social Technological
 Analysing the behaviour of the students;
who are the targeted consumer base of
HBS university, it can be stated where
literacy rate is high and students tend to
choose business studies as their subjects in
higher education HBS has potential to
exploit the educational marketplace of
Chile.
 Along with other developing
countries, Chile has also embraced
the benefits of creating Virtual
learning environment rather than
personal one (Nagata et al. 2014).
HBS has become elated to know
such practices within the country as
back in UK they are applying the
same method in order to provide

4MARKETING ACROSS CULTURAL DIFFERENCES
best guidance to students from
global teaching talents.
SWOT analysis
Strengths Weakness
 Governmental policies which
encourage literacy among children
and finance their secondary
education, it is needless to say that in
such a place demand of universities
is higher.
 Hertfordshire Business School, itself
a renowned organisation in UK and
students will feel privilege to have
one of their branches in own
country.
 The organisation has a history of
managing large variety of global
students, the university has invested
much time into developing
innovative strategies to handle wide
range of international exchange of
intellects in both developed and
developing countries across the
 On one hand government policies
are encouraging students by
arranging financial aids as discussed
in Dinkelman and Martínez (2014),
to study yet interference into fee
policy of university may create
negative impact on organisation’s
investment and profitability.
 Threat of competitors and
competitors are high as students are
coming from varied cultural and
economic background.
 Cultural barriers would take time to
be broken as prior market research
cannot predict the occurrence of
unwanted incidents regarding
cultural differences in spite of
implementing several strategies.

5MARKETING ACROSS CULTURAL DIFFERENCES
world.
 University provides Virtual mode of
learning to students to offer best
guidance from mentors all across the
world.
 The students’ behaviour is positive
towards business education.
Moreover, in a country where
literacy rate is high and economy is
sustainable; HBS can explore
opportunities of educational
marketplace prosperously.
Opportunities Threats
 The behaviour of students towards
higher education is so positive that
40% of secondary standard students
has already enrolled themselves for
studying English in foreign
countries. This opens opportunity of
institutions like HBS to explore such
promising educational environment
and student exchange programmes
among existing and new universities
 Threats of industry rivalry will
create tension within such a
promising educational platform.
Educational infrastructure is so well
developed and so is students’
attitude towards higher education;
HBS will face threat from existing
business schools’ of Chile.
 Although, as discussed in Pino-
Yancovic (2015), students along
with their parents have a tendency to

6MARKETING ACROSS CULTURAL DIFFERENCES
in Chile.
 The study Zapata-Sepúlveda et al.
(2013), indicates higher bargaining
power of suppliers and customers
(students) as well here. Pursuing
their buying power will satisfy
several business need of the
institution. Gaining competitive
edge can give them opportunity to
serve better.
study business and management;
another 40% of secondary students
believe that technical courses would
open more scopes for them.
 In spite of governments’ free tuition
policies, Business studies is still
expensive for low or middle
standard socio-economic groups. In
such a condition emerging
educational institute may struggle to
gain trust and implement desired fee
structure.
Recommended strategies for marketing
Overcoming cultural differences
While researching on selecting suitable international location for business HBS has
consider Chile focusing on lesser geographical distance. It has helped them to understand
cultural boundaries more than Kenya. In order to understand and being compatible with
foreign professional cultures distinct communication and detail research is necessary. After
reviewing the study Marcucci (2013), it can be said maintaining a throughout tolerant
behaviour is important to learn new cultural aspects and to appreciate students’ perspective.
Being adaptive will assist to get into the culture and that is how the institute will be
acceptable among students. Teaching and learning scenario is exchange of thoughts and
revelation of varied intellect. In such a situation being adaptive and open minded not only

7MARKETING ACROSS CULTURAL DIFFERENCES
fulfil the purpose of both the mentor and student, but also would make the institution
successful to accomplishing their objectives.
Government policies and implementation of fee structure
Before starting off with the new venture of investment, Chile’s political and legal
orientation must be reviewed in terms of accomplishing business objectives. As far as the free
tuition policies are concerned that in a way is working as an encouragement behind opting for
higher studies; on the other hand has a potential to resist the implementation of desired fee
structure. In order to avoid such issues if the university starts to construct fee structure after
considering students’ economic background it will be helpful for them to categorised
students and implement required student fees. It will both serve the students’ and
organisation’s interest as well. Moreover, as reported by the market research students’
tendency towards technical studies are present in the country as well. Hence, an alternative
distance course on business studies can be offered for students who do not choose core
business studies yet seek for professional edge. This is how HBS can make the base of their
institution strong and will be successful to create trustworthy relationship with students and
other stakeholders.
Recovering the competitors’ threat
According to the prior analysis of industry competition through Porters’ five forces
competitor analysis tool; following four points have been identified. Accordingly, strategies
will be recommended for each kind of competition within the targeted marketplace.
 Although, decreased rate of interest and capital cost in Chile are encouraging new
entrants yet considering the industry it can be said entering into educational
marketplace is difficult as it involves so many technicalities and according to Al‐
Qahtani and Higgins (2013), virtual learning system which cannot be imitated or

8MARKETING ACROSS CULTURAL DIFFERENCES
adapted within a short period of time. Therefore, it is important to identify the need
of the education sector first. As HBS has identified already a need for a good business
school in Chile and simultaneously the positive student behaviour towards higher
studies focusing a working towards serving needs of the students may help to gain
competitive advantage and combat the threat of new entrants. HBS can solve the issue
of students who are not able to enrol themselves for foreign education programme.
 Threat of substitute is high as Chile possesses world’s top ranked universities all over
the country. HBS has to identify the way to attract student if they have to increase
market share in a progressive way. However, strategically enough focusing less on
competitors and more on improving products and services help a company to align
with the market demand and satisfy the needs as well. However, that does not mean
underestimating competitors will bring success. A consistent process of following up
the market demand and pricing strategies of competitors will help to recognise
consumer preferences while choosing a university for higher studies.
 High bargaining power has been recognised and for that it has become necessary to
maintain a good relationship with local universities to seek for future agreements
regarding partnership. Collaboration will be mutually beneficial for both the
organisation and the competitor. Besides, acquisition or offering distant education
under a renowned university can be effective idea for entering into the educational
market place of Chile. Crating strategic partnership will open new opportunities for
new venture and for education enthusiasts as well.
 Although, in UK, as found in SWOT analysis, HBS has a brand name and positive
image among students for creating advanced learning experiences. As per Kastanakis
and Voyer (2014), it would be appropriate to improve existing infrastructure and
creating advanced communication strategies through social media, launching

9MARKETING ACROSS CULTURAL DIFFERENCES
educational applications or creating websites aligning with local culture and
language along with English. Recruiting people from their country would help to
recognise both the professional and personal perception of the citizen regarding
student community of Chile.
Action plan: implementation of strategies
Although, identification of strategies indicates well structure future plan for business
yet without an action plan professional edge cannot be achieved. In order to achieve a clear
direction it is necessary. It promotes attention, focus and uninterrupted commitment towards
the goals. As it comes with expected timeline progress can be easily measured and pushes
motivation to do better.
Objective 1 Descriptions Relevant stakeholders Expecte
d
timeline
 Relevant market research
to identify cultural
differences and student
perception regarding
higher studies
 In order to
understand and
being compatible
with foreign
professional
cultures
developing
communication
channels would
be necessary and
helpful too.
 Stakeholders
are
undoubtedly
students,
marketing
professional
and investors of
the new
business
venture.
 Moreover,
6 to 8
months
Resources and desired outcome
 Efficient and skilled
marketing professionals
who know how to make
communication channels
through cultural

10MARKETING ACROSS CULTURAL DIFFERENCES
differences and monetary
resources must be
invested to pursue several
visits to Chile regarding
the investigation before
investment.
 Desired outcome would
be to understand the
difference and keep the
mitigation policy ready in
hand to handle unwanted
serious cultural conflict
or confusion within a
learning scenario.
 Adapting a
tolerant
behaviour is
important for
learning new
cultural
dimensions and
would help to
understand
students’
perspective.
recruitment of
digital
marketing
executives must
be done to
reduce virtual
traffic and to
grab attention
of students
resolving the
cultural
barriers.
Objective 2 Descriptions Relevant
stakeholders
Expected
timeline
 Creating a neutral fee
structure by categorizing
students according to
their economic
background sounds more
realistic and aligned
with government free
tuition policies as well.
Apart from regular
courses offering at
affordable fees,
alternative distance
course on business
studies can be provided
for students who do not
choose core business
studies yet seek for
The organisation and
the students mainly.
University officials
must be involved into
preparing a fee
structure
acknowledging legal
and political
boundaries of Chile.
4 months
before the
launch of
study
programme
of
academic
year.
Resources and desired outcome

11MARKETING ACROSS CULTURAL DIFFERENCES
professional profile for
themselves.
 Monetary resources,
research team and strong
accounts team will be
needed to implement
such plans.
 The organisation will be
able to imply their
desired fee structure to
get return from business
and it will satisfy
students’ interest as well
to achieve necessary
skills by paying an
amount which they can
afford.
Objective 3 Descriptions Relevant stakeholders Expected timeline
 To beat industrial
competitors, new
entrants and
substitutes
 Developed of
advanced
communication
strategies for
marketing, exploring
communicational
channels the glorious
 Consumers,
investors and
university
officials.
 As it is
continuous
process it
would take
time and a
regular
review is
Resources and desired
outcome
 Brand name,