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So if international companies are to tackle the challenge of culture where do they start? Let us look in more detail at the areas of business activity, which need to be culture-responsive. Steven Globerman discussed this issue as follows.
Culture differences do not as a rule prohibit doing business internationally, although they often oblige management to modify the way business is done form region to region. While modifications may be required, to a greater or lesser extent, in virtually all of the international firms's activities, the particular areas that seem to be affected by cultural differences are the marketing and personnel relations's functions.
It points in the right direction and its implications are clear: managing and communicating with a culturally different or varied workforce requires new methods and techniques. Success in this first objective is needed so that the company may understand consumers whose behaviour and tastes are different from that of the home country.
In order that culture and language may not be a constraint on international business, and indeed that they may be an asset, a company which is, or aims to be,internationally active should adopt a positive polivy of adaptation. This policy comprises key points as follows.