Description
Advertising in contemp. society project. Selling tata nano in brazil n brazil work culture
Introduction to TATA NANO
The Tata Nano is an inexpensive, rear-engined, four-passenger city car built by the Indian company Tata Motors and is aimed primarily at the Indian domestic market. Tata Motors began selling its "one-lakh car" in March, 2009. This nickname is due to the Nano's price point, near 100,000 (one lakh rupees). It is the cheapest car in the world today, though the price continues to rise due to increasing material costs. In 2008 the Financial Times reported: "If ever there were a symbol of India’s ambitions to become a modern nation, it would surely be the Nano, the tiny car with the even tinier price-tag. A triumph of homegrown engineering, the Nano encapsulates the dream of millions of Indians groping for a shot at urban prosperity." "Homegrown engineering" is a relative term here as much of the systems and parts used in the Nano may not have been developed or produced in India. The Tata Nano has become somewhat symbolic as a modern 'people's car', often being compared to the likes of the Ford Model T and the original Volkswagen Beetle. The Nano has also become a status symbol in its home market of India, where it provides an opportunity for new car ownership for people who would otherwise never own one, and for the wealthy to join the trend.
NANO IN BRAZIL
Tata could use the value adding chain, also known as the business system, which comprises all the activities that a business conducts. A typical sequence begins with research and development, runs through production, and finishes with selling, marketing, distribution and after sales service. The value chain can provide advantage to a company if the company is superior in one or more elements of the value chain. Companies can leverage their business system advantage by either exporting from their domestic business system or through relocation of specific activities. Tata Motors is already doing both to leverage its competitive advantage. It already exports commercial vehicles to over fifteen countries from India using its domestic business system. In Africa, Tata Motors markets both its passenger and commercial vehicle range. The company is present in South Africa (the Tata brand is one of the fastest growing in the history of the South Africa´s automobile market) and six other African countries. Tata cars, buses and trucks are being marketed in several countries in Europe, Africa, the Middle East, Asia and South America. As can be seen, Tata is no stranger to globalizing its products. Tata also has to consider the direction in which they move in 'the pyramid of international competitive advantage. when a company is moving down the pyramid it should emphasize the country of origin, because the new market perceives it as superior. When a company is selling up the pyramid it should hide the country of origin and acquire another local name and brand and sell that there, because the products from the home company are considered
as inferior. Nowadays, emerging market companies go overseas and buy an established brand name in developed countries. Tata Tea leverages Indian tea plantation assets in conjunction with the Tetley's marketing network to access markets for branded tea around the world. In the motor business, Tata has partnerships with names such as Fiat, Daewoo and Marcopolo. Having the right partners is also another plus. Microsoft's initial basis of competitive advantage was its partnership with IBM. Emerging market companies can follow their partners, have partners follow them or find new, local partners to go global. Tata Motors is leveraging local partners to sell its existing passenger cars (Indica, Indigo, Sumo, Safari and Maruti) and has entered into an agreement including branding and distribution inter alia with the UK's long established MG Rover to sell them across the UK and Europe. Tata should seriously consider this alternative for the Nano, bearing in mind that none of their partnerships have involved anything as ambitious as a $2.500 car. The globalization model which should not be followed is the one Renault adopted in Brazil. This involves persuading a prominent local partner to set up a dealer network for imported cars and promote the brand and then pushing the local partner aside when he has created sufficient critical mass so as to be able to produce cars locally. Renault rues the day it went it alone, whereas the former partner has being doing very nicely with another Asian brand. While it is important to be superior in one of the above advantages, real power comes from putting together multiple bases of advantage. Truly successful companies are those that manage to build on their initial base of advantage, and increase it, while continually adding other bases of advantage. Toyota Motors for example, started with just one source of competitive advantage; their business model based on low labor cost. (Tata´s present situation?). They gradually built on the other advantages such as product quality, and economies of scale. Today their cars command a 15% premium over American brands. The globalized Nano will be forced down this same route because price and quality are no longer trade-offs. Buyers expect and can get both. Environmental problems could loom because two cylinder engines are believed to give off more emissions than four cylinders. The advantages of the two stroke are that it has more get-up-and-go because it fires once every revolution, giving it twice the power of a four stroke, which only fires once every other revolution, it packs a higher weight-to-power ratio because it is much lighter and is less expensive (vital for the Nano) because of its simpler design. These attributes make two stroke engines very popular for a variety of uses from dirt bikes, mopeds, jet skis, and small outboard motors, to lawn and garden equipment such as mowers, chain saws and hedge trimmers. There are other differences between the two stroke and four stroke engines that aren't so favorable, which is why two stroke engines are not normally seen in cars. They suffer from faster wear and shorter engine life than a four stroke due to the lack of a dedicated lubricating system and require special two stroke oil ("premix") with every tank of gas, adding expense and at least a minimal amount of hassle, which heavily pollutes because of the simpler design and the gas/oil mixture that is released prior to, and in the exhaust (it
also creates an unpleasant smell). It is fuel-inefficient because of the simpler motor design, resulting in poorer mileage than a four stroke engine and has a high-decibel whine. All of this means that Tata has to not only reinvent the body and chassis but it needs to recreate the two cylinder engine. Lastly, some people are not exactly turned on by the thought of an unprecedented flood of bikers taking to the road in cars. There is a strong case for moving up the pyramid of international competitive advantage. Conclusion Tata face many challenges when they go global but there are many strategies that they can use to offset their disadvantages and to leverage inherent advantages of coming from poorer countries. Indian companies such as Tata now have every opportunity to become truly global forces. This can only be achieved by high quality standards from the outset since a bad quality reputation from day one would be the answer to a prayer for the established auto companies. By the way, the $100 computer is an IT Holy Grail. It does not include shipping and comes without a monitor. Tata makes no mention of the Nano´s options which, as every car buyer has discovered, end up being not so optional. However, even if the Nano costs twice as much as the Indian price, including non-optional options, the car will still rock the industry unless it tanks because of poor quality.
Introduction to Brazil
In Brazil, doing business is essentially another form of social interaction. Deals are won and lost upon the strength of relationships and the ability to nurture a sense of chemistry. When first starting out, it’s important to work through a local contact, a “despachante,” who has the ability to introduce you to the right people, set up meetings and deal with paperwork. Ask your corporate communications department for help in finding one. Brazilians are essentially looking for two things: someone they like and trust, and someone who is competent in business. It’s important to build a strong relationship first, which will then naturally lead to trust. You must invest time in getting to know people on a personal level, in order to allow for open and honest discussions in business. Brazilians like to take their time when it comes to closing deals, so don't expect business deals to be rushed. “Getting straight down to business” can be seen as offensive, even aggressive. Indulge in small talk, whether it’s asking about their children or chatting about the latest news or futbol (soccer) results. Don't be surprised if you are asked seemingly personal questions, as this is part of the getting-to-know-you process. Reciprocate such questions and show an interest in their lives and background. The same goes when calling someone on the phone: chat first, talk business second. Don't sound like you're so pressed for time that you don't have time to be social. You're likely not to hear from them again if you do. Also, the American custom of using first names in the workplace is disconcerting to Brazilians, who are accustomed to very defined ways of addressing each other according to social status, age, rank and position. Use formal names, when possible: Senhor Silva (Mr. Silva) or Senhora Silva (Mrs. Silva). And don’t be surprised if meetings start and run late. While Americans are used to rigid schedules, the concept of punctuality is very different in Brazil. In general, when scheduling meetings, allow for some degree of tardiness. Appearance is important to Brazilians. They are very fashion-conscious and follow European styles. Women can either wear a stylish business suit or a dress with a jacket. Sandals are OK, and panty hose is optional. Men should invest in the best suit they can afford, with a European design and cut and a good-looking silk tie. Do not wear a tie with a short-sleeved shirt – it screams “tourist.” Likewise, avoid undershirts, white socks or socks with sandals. Also, make sure you have a good haircut and look well-groomed, including your fingernails. Also, do not wear green and yellow together: those are the colors of the Brazilian flag, and are not appropriate for clothing, unless you’re going to a “futbol” game. The American hand symbol for OK (holding your index finger to your thumb while keeping the other three fingers straight) is obscene in Brazil. Instead, use the "thumbs up"
sign.
History and Ethnic Relations
Emergence of the Nation. In 1530 the Portuguese began to colonize the new land of Brazil, but during the sixteenth and early seventeenth centuries their hold on this vast territory remained tenuous as they struggled with an unfamiliar environment, indigenous peoples, and with French and later Dutch attempts to undermine Portuguese control. People harvesting sugar cane in Salvador. Northeast Brazil has the most African cultural influence, due to early plantation labor. A useful exercise is to compare the early colonization of the United States and Brazil since it sheds light on the ensuing differences between the two modern nations. Both countries imported large numbers of African slaves, but in Brazil the practice began earlier, lasted longer, and involved the importation of two to three times more slaves than in the United States. Estimates range from three to four million Africans forcibly taken to Brazil. Moreover, in contrast to the large number of families who came to settle in the North American colonies, the Portuguese colonists were more often single males. Thus, in the early 1700s, when the importation of slaves into North America was just beginning, the proportion of Africans to Europeans was much smaller in the United States than in Brazil, where the slave trade had been operating for more than a century. The smaller ratio of Portuguese colonists to slave and indigenous peoples in Brazil and the resultant tendency of single men to take African or indigenous women as concubines or wives led to the great racial mix that characterizes Brazilian society today. Extensive miscegenation occurred in Brazil among Africans, Portuguese, and indigenous peoples during colonial times, and later with the arrival of new immigrants from Europe, the Middle East, and Asia.
Location and Geography.
Brazil, the world's fifth largest country in geographical expanse and then Brazil largest nation in Latin America, comprises slightly under half the land mass of the South American continent and shares a border with every South American country except Chile and Ecuador. It is the size of the continental United States excluding Alaska. Brazil's physical environment and climate vary greatly from the tropical North to the temperate South. The landscape is dominated by a central highland region known as the Planalto Central (Brazilian Highlands, or Plateau of Brazil) and by the vast AmazonBasin which occupies overone-third of the country.The central plateau juts into theseaina few areas along Brazil's 4,500-mile-long, (7,240-kilometer-long) coast, but it more often runs parallel to the ocean, creating a fertile, lowland area. Brazil is a land rich in natural resources, principally iron ore, bauxite, manganese, nickel, uranium, gold, gemstones, oil, and timber.
General Climate
Although most of Brazil lies in the tropics, more than 60 percent of the population live in areas which are cooled either by altitude, sea winds or polar fronts. While the coastal cities of Rio de Janeiro, Recife and Salvador can get extremely hot, plateau cities such as São Paulo, Brasília and Belo Horizonte have mild climates, and the southern cities of Porto Alegre and Curitiba have mild winters, but while Curitiba has a warm summer, Porto Alegre has a hot summer. Despite the popular image of the Amazon as a region of blistering heat, temperatures of more than 32°C (90°F) are in fact rare. The annual average temperature in the region is 2226°C (72-79°F), with not much variation between the warmest and the coldest months. The hottest part of Brazil is the northeast, where temperatures of more than 38°C (100°F) are frequently recorded during the dry season between May and November. Along the Atlantic coast from Recife to Rio de Janeiro, average temperatures range from 23 to 27°C (7381°F). Inland, on higher ground, temperatures are lower, ranging from 18 to 21°C (6470°F). South of Rio the seasons are more defined and the range of temperatures significantly wider, with the annual average falling between 17 and 19°C (63-66°F). Brazil's most intense rain falls around the mouth of the Amazon near the city of Belém, and also in the upper regions of Amazonia where more than 2,000 millimetres (78 inches) of rain fall every year. Most of Brazil has moderate rainfall of between 1,000 and 1,500 millimetres (39 to 59 inches) a year, most of it coming between December and April. The driest part of the country is the northeast, where rainfall is irregular and the evaporation rate very high, making it difficult to grow crops.
Political Life
Government. The Federal Constitution of Brazil provides for three independent governing branches: executive, legislative, and judicial. Although the constitution has undergone several revisions in the last century, the most recent in 1988, it has always retained this division of governmental powers. Voting in Brazil today is universal and compulsory for all literate citizens from eighteen to seventy years of age and optional for those who cannot read and write. Leadership and Political Officials. Brazil's return to free elections in the mid-1980s after two decades of military dictatorship has not resulted in greater social and legal equity, and unequal treatment of rich and poor is ongoing. Government officials and well-to-do individuals who have committed crimes still are more likely to escape the long arm of the law than are those of lesser social status. In part, this is because Brazil is a country in which laws and regulations are passed, yet a significant proportion of them are ignored. Still, today there is growing intolerance of political corruption and a host of official inquiries are evidence that Brazilians are starting to reject impunity and demand accountability of their public officials. One concept is key to understanding Brazilian political culture: jeitos, ways of cutting through obstacles—such as rules and red tape—to achieve a desired end. Jeitos are partly a response to Brazil's notorious bureaucratic thicket which makes getting a government document—be it a driver's license, passport, or marriage license—a cumbersome process.
Those who can afford to hire despachantes (dispatchers), professional facilitators who know how to "do jeitos", to get things done. Others do jeitos on their own; perhaps a small "gratuity" to a low-paid government clerk will produce the desired document. A personalistic system of patron-client relationships is another key to the nation's political culture. One becomes a government bureaucrat or politician and rises through the ranks by developing influential connections and getting help from personal networks. Ambitious individuals cultivate powerful patrons who promote and protect them, and their own career trajectories typically rise and fall with those of their patrons.
Law
Supreme Federal Court building at the Praça dos Três Poderes. Brazilian law is based on Roman-Germanic traditions and civil law concepts prevail over common law practice. Most of Brazilian law is codified, although non-codified statutes also represent a substantial part, playing a complementary role. Court decisions set out interpretive guidelines; however, they are seldom binding on other specific cases. Doctrinal works and the works of academic jurists have strong influence in law creation and in law cases. The legal system is based on the Federal Constitution, which was promulgated on 5 October 1988, and is the fundamental law of Brazil. All other legislation and court decisions must conform to its rules. As of April 2007, there have been 53 amendments. States have their own constitutions, which must not contradict the Federal Constitution. Municipalities and the Federal District have "organic laws" (leis orgânicas), which act in a similar way to constitutions. Legislative entities are the main source of statutes, although in certain matters judiciary and executive bodies may enact legal norms. Jurisdiction is administered by the judiciary entities, although in rare situations the Federal Constitution allows the Federal Senate to pass on legal judgments. There are also specialized military, labor, and electoral courts. The highest court is the Supreme Federal Court. This system has been criticised over the last few decades for the slow pace of decision making. Lawsuits on appeal may take several years to resolve, and in some cases more than a decade elapses before definitive rulings. Nevertheless, the Supreme Federal Tribunal was the first court in the world to transmit its sessions on television, and also via YouTube. More recently, in December 2009, the Supreme Court adopted Twitter to display items on the day planner of the ministers, to inform the daily actions of the Court and the most important decisions made by them. Brazil continues to have high crime rates in a number of statistics, despite recent improvements. More than 500,000 people have been killed by firearms in Brazil between 1979 and 2003, according to a new report by the United Nations. In 2010, there were 473,600 people incarcerated in Brazilian prisons and jails.
Culture
The core culture of Brazil is derived from Portuguese culture, because of its strong colonial ties with the Portuguese empire. Among other influences, the Portuguese introduced the Portuguese language, Roman Catholicism and colonial architectural styles. The culture
was, however, also strongly influenced by African, indigenous and non-Portuguese European cultures and traditions.. Some aspects of Brazilian culture were influenced by the contributions of Italian, German and other European immigrants who arrived in large numbers in the South and Southeast of Brazil. The indigenous Amerindians influenced Brazil's language and cuisine; and the Africans influenced language, cuisine, music, dance and religion.
Food
Food in Daily Life. Rice, beans, and manioc form the core of the Brazilian diet and are eaten at least occasionally by all social classes in all parts of the nation. Manioc is a root crop that is typically consumed as farinha , manioc flour sprinkled over rice and beans, or farofa , manioc flour sautéed in a bit of oil with onions, eggs, olives, or other ingredients. To this core, meat, poultry, or fish are added, but the frequency of their consumption is closely tied to financial well-being. While the middle and upper classes may consume them on a daily basis, the poor can afford such protein sources far less often. Traditionally the most important meal of the day is a multicourse affair eaten after midday. For middle-class and elite families it might consist of a pasta dish or a meat or fish course accompanied by rice, beans, and manioc and a sweet dessert or fruit followed by tiny cups of strong Brazilian coffee called cafezinho. For the poor it would be primarily rice and beans. The evening repast is simpler, often consisting of soup and perhaps leftovers from the midday meal. As Brazil urbanizes and industrializes, the leisurely family-centered meal at midday is being replaced by lanches (from the English, "lunch"), smaller meals usually consumed in restaurants, including ones featuring buffets that sell food by the kilo and such ubiquitous fast-food eateries as McDonalds. The poor, who cannot afford restaurants, are likely to eat the noon meal at home, to buy snacks sold on the street, or to carry food with them to work in stacked lunch buckets. In rural areas itinerant farm laborers who are paid by the day and who carry such buckets have been dubbed bóias-frias, "cold lunches." Meals may be accompanied by soft drinks— including guaraná, made from a fruit that grows in the Amazon—beer, or bottled water.
Symbolism.
Most Brazilians would agree that the symbols that best characterize their nation are the exuberant revelry of the pre-Lenten celebration of carnival and the wildly popular sport of soccer, called futebol in Brazil.
Carnival is a four-day extravaganza marked by parades of costumed dancers and musicians, formal balls, street dancing, and musical contests, a truly national party during which Brazilians briefly forget what they call the "hard realities of life." Carnival is symbolic of the national ethos because it plays to many of the dualities in Brazilian life: wealth and poverty, African and European, female and male. The key to carnival's popularity is its break with and reversal of the everyday reality. Through the use of costume—notably called fantasia in Portuguese—anyone can become anybody at carnival time. Class hierarchies based on wealth and power are briefly set aside, poverty is forgotten, men may dress as women, leisure supplants work, and the disparate components of Brazilian society blend in a dizzying blaze of color and music. Brazilians are also passionate about soccer and are rated among the best players of the sport in the world. Every four years when the world's best teams vie for the World Cup championship, Brazil virtually shuts down as the nation's collective attention turns to the action on the playing field. And when Brazil wins the World Cup—as it has on more occasions than any other country—the delirium of the populace is palpable. Brazilian flags are hoisted aloft, everyone wears green and yellow (the national colors), and thousands of Brazilians, seemingly intoxicated with pride, take to the streets in revelry.
Religion
Religious Beliefs. Brazil is the largest Catholic country in the world even though the percentage of Brazilians who belong to the Catholic Church has declined in recent years, down from 95 percent in the 1950s. Today about 73 percent of Brazilians identify themselves as Catholic but an unknown number are Catholics by tradition, not by faith. Although church and state are separate in Brazil and, by law, there is freedom of religious belief and expression, a close relationship exists between the Catholic Church and the state. Major Catholic holidays are public holidays and a priest (or bishop) always presides at the inauguration of public buildings. Also, church-based welfare and educational institutions, such as religious seminaries, receive financial support from the federal government. At various times in Brazilian history the Catholic Church has either strongly endorsed the state or vigorously challenged the status quo, as in the case of liberation theology, a latetwentieth century movement that provided religious justification for questioning the yawning gap between haves and have-nots in Brazil.
Linguistic Affiliation.
Nearly all Brazilians speak Portuguese, a Romance language, belonging to the IndoEuropean language family. The Portuguese language was introduced to Brazil by the Portuguese in the early sixteenth century. Prior to the arrival of the Portuguese, the native population spoke languages belonging to at least four major language families: Arawakan,
Gê, Carib, and Tupi-Guarani. Tupi-Guarani—which was spoken by coastal Indians, the first to come into extensive contact with the Portuguese—served as the basis for lingua geral, a language developed by the Jesuits for their missionary work with the Indian population. Aside from a small number of recently contacted indigenous peoples, all Brazilians speak Portuguese. Brazilian Portuguese differs somewhat in grammar, vocabulary, and pronunciation from the language of Portugal. Brazilian Portuguese contains a large number of indigenous terms, particularly Tupi-Guarani words for native plants, animals, and placenames that are not found in continental Portuguese. While regional accents exist in Brazil, they are not very pronounced and native Portuguese speakers from one region have no difficulty understanding those from other regions. The vast majority of Brazilians are monolingual in Portuguese, although many middle-class and elite Brazilians study English and to a lesser extent Spanish, French, and German. Brazilians are very proud of their linguistic heritage and resent that many foreigners, particularly North Americans, think Brazilians speak Spanish.
Basic Economy.
Today Brazil has the eighth largest economy in the world. It is a major producer of such agricultural products as sugarcane, soybeans, oranges, coffee, cocoa, rice, wheat, and cotton. It is also a major supplier of beef with vast cattle ranches primarily in the southern and western regions of the country. Nevertheless, because of the tremendous growth of industry, agriculture accounts for only 13 percent of the nation' gross domestic product. Agriculture employs—directly or indirectly— about one-quarter of the Brazilian labor force. Five million agricultural workers are wage laborers concentrated in the plantations of the North (sugarcane, cotton, coffee, cocoa) and the increasingly mechanized agricultural enterprises of the Southeast and South (soybeans, wheat, sugar, oranges). More than 70 percent of these workers lack contracts and social benefits and less than 40 percent are employed year round. There are also 4.8 million landless families who survive as tenant farmers, sharecroppers, and casual laborers. In the last decades of the twentieth century, increasing mechanization and monopolization of the best farmlands by agribusinesses has accelerated the displacement of small familyowned farms. Nevertheless, there are still some five million family farms ranging in size from 12 to 250 acres (5 to 100 hectares) that occupy about 143 million acres (58 million hectares). In contrast, large commercial agricultural enterprises cover almost three times that area. During the 1960s and 1970s Brazil experienced economic growth from agricultural modernization and, by the early 1980s, agricultural production had increased to the extent that Brazil had become the fourth largest food exporter in the world. But, at the same time, Brazil was not adequately feeding its own people. It is sixth worldwide in malnutrition, ahead of only Bangladesh, India, Pakistan, Indonesia, and the Philippines.
Child Rearing and Education.
Like so many aspects of Brazilian life, educational opportunities are tied to social class. Brazil has never invested heavily in public education and most middle-class and elite families send their children to private school. Education is also linked to race and geography. A white person in the Southeast has an average of 6.6 years of schooling, whereas a person of color living in the Northeast has spent an average of just 3.5 years in school. Despite the low level of funding, the last four decades of the twentieth century witnessed a significant increase in the number of Brazilians attending school and a concomitant rise in the literacy rate— in 2000 about 82 percent of Brazilians are literate. In 1960 almost half the population had little or no schooling, a figure that fell to 22 percent by 1990. Notably, school is one setting in which females are often more successful than males. In some regions of Brazil, girls are more likely than boys to be in school and women tend to be more literate than men. Higher Education - Two-thirds of all public monies spent on education in Brazil goes to universities, the other third to public primary and secondary schools. While public universities in Brazil—widely considered superior to their private counterparts—charge no tuition, they have very competitive entrance exams which generally favor students who have attended costly private schools with high academic standards. The value placed on higher education by certain segments of Brazilian society may explain why it receives such a large share of revenue. Economic success in Brazil is said to come more from who one knows than what one knows, and where one is educated, influences who one knows. University education then, aside from training students in a particular profession, also confers (or confirms) social status which, in turn, provides the personal connections that can influence future success.
Brazil is similar to many Latin American countries when analyzing the five Dimensions.
Brazil's highest Hofstede Dimension is Uncertainty Avoidance (UAI) is 76, indicating the society’s low level of tolerance for uncertainty. In an effort to minimize or reduce this level of uncertainty, strict rules, laws, policies, and regulations are adopted and implemented. The ultimate goal of this population is to control everything in order to eliminate or avoid
the unexpected. As a result of this high Uncertainty Avoidance characteristic, the society does not readily accept change and is very risk adverse. Brazil has a slightly higher Individualism (IDV) rank of 38 compared to the average Latin population score of 21. However, virtually all the Latin countries are considered to be Collectivist societies as compared to Individualist cultures. This is manifest in a close longterm commitment to the member 'group', be that a family, extended family, or extended relationships. Loyalty in a collectivist culture is paramount, and over-rides most other societal rules. Power Distance Index (PDI) - that is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. This represents inequality (more versus less), but defined from below, not from above. It suggests that a society's level of inequality is endorsed by the followers as much as by the leaders. Power and inequality, of course, are extremely fundamental facts of any society and anybody with some international experience will be aware that 'all societies are unequal, but some are more unequal than others'. Individualism (IDV) - on the one side versus its opposite, collectivism, that is the degree to which individuals are inte-grated into groups. On the individualist side we find societies in which the ties between individuals are loose: everyone is expected to look after him/herself and his/her immediate family. On the collectivist side, we find societies in which people from birth onwards are integrated into strong, cohesive in-groups, often extended families (with uncles, aunts and grandparents) which continue protecting them in exchange for unquestioning loyalty. The word 'collectivism' in this sense has no political meaning: it refers to the group, not to the state. Again, the issue addressed by this dimension is an extremely fundamental one, regarding all societies in the world. Masculinity (MAS) - versus its opposite, femininity, refers to the distribution of roles between the genders which is another fundamental issue for any society to which a range of solutions are found. The IBM studies revealed that (a) women's values differ less among societies than men's values; (b) men's values from one country to another contain a dimension from very assertive and competitive and maximally different from women's values on the one side, to modest and caring and similar to women's values on the other. The assertive pole has been called 'masculine' and the modest, caring pole 'feminine'. The women in feminine countries have the same modest, caring values as the men; in the masculine countries they are somewhat assertive and competitive, but not as much as the men, so that these countries show a gap between men's values and women's values. Uncertainty Avoidance Index (UAI) - deals with a society's tolerance for uncertainty and ambiguity; it ultimately refers to man's search for Truth. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. Unstructured situations are novel, unknown, surprising, different from usual. Uncertainty avoiding cultures try to minimize the possibility of such situations by strict laws and rules, safety and security measures, and on the philosophical and religious level by a belief in absolute Truth; 'there can only be one Truth and we have it'. People in
uncertainty avoiding countries are also more emotional, and motivated by inner nervous energy. The opposite type, uncertainty accepting cultures, are more tolerant of opinions different from what they are used to; they try to have as few rules as possible, and on the philosophical and religious level they are relativist and allow many currents to flow side by side. People within these cultures are more phlegmatic and contemplative, and not expected by their environment to express emotions. High Context Culture - In order to communicate effectively with people in other countries, it’s important to know the business hierarchy and how people relate to each other. One way to understand this is in terms of "high context" and "low context," a classification based on how people in different cultures communicate. High context refers to societies in which people have close connections. High-context people are generally defined as: Less verbally explicit. Instead, they rely more on indirect verbal interaction and are proficient at reading non-verbal cues. Having less written/formal communication. High-context cultures are more interested in fostering trust than in signing contracts. Having strong boundaries. They have more clearly defined roles of authority, and differences in status are valued. They rarely call people by their first names. Relationship-focused. Decisions and activities are focused around personal, face-to-face relationships. Brazil is a high context culture.
Long-Term Orientation (LTO) - versus short-term orientation: this fifth dimension was found in a study among students in 23 countries around the world, using a questionnaire designed by Chinese scholars It can be said to deal with Virtue regardless of Truth. Values associated with Long Term Orientation are thrift and perseverance; values associated with Short Term Orientation are respect for tradition, fulfilling social obligations, and protecting one's 'face'. Both the positively and the negatively rated values of this dimension are found in the teachings of Confucius, the most influential Chinese philosopher who lived around 500 B.C.; however, the dimension also applies to countries without a Confucian heritage.
Advertising in Contemporary Society (Tata Nano in Brazil)
A Thorough description and conclusion for selling the TATA Nano(The one lakh car) in
Brazil.
Ashish Thadani TYBMM 61
doc_695132148.doc
Advertising in contemp. society project. Selling tata nano in brazil n brazil work culture
Introduction to TATA NANO
The Tata Nano is an inexpensive, rear-engined, four-passenger city car built by the Indian company Tata Motors and is aimed primarily at the Indian domestic market. Tata Motors began selling its "one-lakh car" in March, 2009. This nickname is due to the Nano's price point, near 100,000 (one lakh rupees). It is the cheapest car in the world today, though the price continues to rise due to increasing material costs. In 2008 the Financial Times reported: "If ever there were a symbol of India’s ambitions to become a modern nation, it would surely be the Nano, the tiny car with the even tinier price-tag. A triumph of homegrown engineering, the Nano encapsulates the dream of millions of Indians groping for a shot at urban prosperity." "Homegrown engineering" is a relative term here as much of the systems and parts used in the Nano may not have been developed or produced in India. The Tata Nano has become somewhat symbolic as a modern 'people's car', often being compared to the likes of the Ford Model T and the original Volkswagen Beetle. The Nano has also become a status symbol in its home market of India, where it provides an opportunity for new car ownership for people who would otherwise never own one, and for the wealthy to join the trend.
NANO IN BRAZIL
Tata could use the value adding chain, also known as the business system, which comprises all the activities that a business conducts. A typical sequence begins with research and development, runs through production, and finishes with selling, marketing, distribution and after sales service. The value chain can provide advantage to a company if the company is superior in one or more elements of the value chain. Companies can leverage their business system advantage by either exporting from their domestic business system or through relocation of specific activities. Tata Motors is already doing both to leverage its competitive advantage. It already exports commercial vehicles to over fifteen countries from India using its domestic business system. In Africa, Tata Motors markets both its passenger and commercial vehicle range. The company is present in South Africa (the Tata brand is one of the fastest growing in the history of the South Africa´s automobile market) and six other African countries. Tata cars, buses and trucks are being marketed in several countries in Europe, Africa, the Middle East, Asia and South America. As can be seen, Tata is no stranger to globalizing its products. Tata also has to consider the direction in which they move in 'the pyramid of international competitive advantage. when a company is moving down the pyramid it should emphasize the country of origin, because the new market perceives it as superior. When a company is selling up the pyramid it should hide the country of origin and acquire another local name and brand and sell that there, because the products from the home company are considered
as inferior. Nowadays, emerging market companies go overseas and buy an established brand name in developed countries. Tata Tea leverages Indian tea plantation assets in conjunction with the Tetley's marketing network to access markets for branded tea around the world. In the motor business, Tata has partnerships with names such as Fiat, Daewoo and Marcopolo. Having the right partners is also another plus. Microsoft's initial basis of competitive advantage was its partnership with IBM. Emerging market companies can follow their partners, have partners follow them or find new, local partners to go global. Tata Motors is leveraging local partners to sell its existing passenger cars (Indica, Indigo, Sumo, Safari and Maruti) and has entered into an agreement including branding and distribution inter alia with the UK's long established MG Rover to sell them across the UK and Europe. Tata should seriously consider this alternative for the Nano, bearing in mind that none of their partnerships have involved anything as ambitious as a $2.500 car. The globalization model which should not be followed is the one Renault adopted in Brazil. This involves persuading a prominent local partner to set up a dealer network for imported cars and promote the brand and then pushing the local partner aside when he has created sufficient critical mass so as to be able to produce cars locally. Renault rues the day it went it alone, whereas the former partner has being doing very nicely with another Asian brand. While it is important to be superior in one of the above advantages, real power comes from putting together multiple bases of advantage. Truly successful companies are those that manage to build on their initial base of advantage, and increase it, while continually adding other bases of advantage. Toyota Motors for example, started with just one source of competitive advantage; their business model based on low labor cost. (Tata´s present situation?). They gradually built on the other advantages such as product quality, and economies of scale. Today their cars command a 15% premium over American brands. The globalized Nano will be forced down this same route because price and quality are no longer trade-offs. Buyers expect and can get both. Environmental problems could loom because two cylinder engines are believed to give off more emissions than four cylinders. The advantages of the two stroke are that it has more get-up-and-go because it fires once every revolution, giving it twice the power of a four stroke, which only fires once every other revolution, it packs a higher weight-to-power ratio because it is much lighter and is less expensive (vital for the Nano) because of its simpler design. These attributes make two stroke engines very popular for a variety of uses from dirt bikes, mopeds, jet skis, and small outboard motors, to lawn and garden equipment such as mowers, chain saws and hedge trimmers. There are other differences between the two stroke and four stroke engines that aren't so favorable, which is why two stroke engines are not normally seen in cars. They suffer from faster wear and shorter engine life than a four stroke due to the lack of a dedicated lubricating system and require special two stroke oil ("premix") with every tank of gas, adding expense and at least a minimal amount of hassle, which heavily pollutes because of the simpler design and the gas/oil mixture that is released prior to, and in the exhaust (it
also creates an unpleasant smell). It is fuel-inefficient because of the simpler motor design, resulting in poorer mileage than a four stroke engine and has a high-decibel whine. All of this means that Tata has to not only reinvent the body and chassis but it needs to recreate the two cylinder engine. Lastly, some people are not exactly turned on by the thought of an unprecedented flood of bikers taking to the road in cars. There is a strong case for moving up the pyramid of international competitive advantage. Conclusion Tata face many challenges when they go global but there are many strategies that they can use to offset their disadvantages and to leverage inherent advantages of coming from poorer countries. Indian companies such as Tata now have every opportunity to become truly global forces. This can only be achieved by high quality standards from the outset since a bad quality reputation from day one would be the answer to a prayer for the established auto companies. By the way, the $100 computer is an IT Holy Grail. It does not include shipping and comes without a monitor. Tata makes no mention of the Nano´s options which, as every car buyer has discovered, end up being not so optional. However, even if the Nano costs twice as much as the Indian price, including non-optional options, the car will still rock the industry unless it tanks because of poor quality.
Introduction to Brazil
In Brazil, doing business is essentially another form of social interaction. Deals are won and lost upon the strength of relationships and the ability to nurture a sense of chemistry. When first starting out, it’s important to work through a local contact, a “despachante,” who has the ability to introduce you to the right people, set up meetings and deal with paperwork. Ask your corporate communications department for help in finding one. Brazilians are essentially looking for two things: someone they like and trust, and someone who is competent in business. It’s important to build a strong relationship first, which will then naturally lead to trust. You must invest time in getting to know people on a personal level, in order to allow for open and honest discussions in business. Brazilians like to take their time when it comes to closing deals, so don't expect business deals to be rushed. “Getting straight down to business” can be seen as offensive, even aggressive. Indulge in small talk, whether it’s asking about their children or chatting about the latest news or futbol (soccer) results. Don't be surprised if you are asked seemingly personal questions, as this is part of the getting-to-know-you process. Reciprocate such questions and show an interest in their lives and background. The same goes when calling someone on the phone: chat first, talk business second. Don't sound like you're so pressed for time that you don't have time to be social. You're likely not to hear from them again if you do. Also, the American custom of using first names in the workplace is disconcerting to Brazilians, who are accustomed to very defined ways of addressing each other according to social status, age, rank and position. Use formal names, when possible: Senhor Silva (Mr. Silva) or Senhora Silva (Mrs. Silva). And don’t be surprised if meetings start and run late. While Americans are used to rigid schedules, the concept of punctuality is very different in Brazil. In general, when scheduling meetings, allow for some degree of tardiness. Appearance is important to Brazilians. They are very fashion-conscious and follow European styles. Women can either wear a stylish business suit or a dress with a jacket. Sandals are OK, and panty hose is optional. Men should invest in the best suit they can afford, with a European design and cut and a good-looking silk tie. Do not wear a tie with a short-sleeved shirt – it screams “tourist.” Likewise, avoid undershirts, white socks or socks with sandals. Also, make sure you have a good haircut and look well-groomed, including your fingernails. Also, do not wear green and yellow together: those are the colors of the Brazilian flag, and are not appropriate for clothing, unless you’re going to a “futbol” game. The American hand symbol for OK (holding your index finger to your thumb while keeping the other three fingers straight) is obscene in Brazil. Instead, use the "thumbs up"
sign.
History and Ethnic Relations
Emergence of the Nation. In 1530 the Portuguese began to colonize the new land of Brazil, but during the sixteenth and early seventeenth centuries their hold on this vast territory remained tenuous as they struggled with an unfamiliar environment, indigenous peoples, and with French and later Dutch attempts to undermine Portuguese control. People harvesting sugar cane in Salvador. Northeast Brazil has the most African cultural influence, due to early plantation labor. A useful exercise is to compare the early colonization of the United States and Brazil since it sheds light on the ensuing differences between the two modern nations. Both countries imported large numbers of African slaves, but in Brazil the practice began earlier, lasted longer, and involved the importation of two to three times more slaves than in the United States. Estimates range from three to four million Africans forcibly taken to Brazil. Moreover, in contrast to the large number of families who came to settle in the North American colonies, the Portuguese colonists were more often single males. Thus, in the early 1700s, when the importation of slaves into North America was just beginning, the proportion of Africans to Europeans was much smaller in the United States than in Brazil, where the slave trade had been operating for more than a century. The smaller ratio of Portuguese colonists to slave and indigenous peoples in Brazil and the resultant tendency of single men to take African or indigenous women as concubines or wives led to the great racial mix that characterizes Brazilian society today. Extensive miscegenation occurred in Brazil among Africans, Portuguese, and indigenous peoples during colonial times, and later with the arrival of new immigrants from Europe, the Middle East, and Asia.
Location and Geography.
Brazil, the world's fifth largest country in geographical expanse and then Brazil largest nation in Latin America, comprises slightly under half the land mass of the South American continent and shares a border with every South American country except Chile and Ecuador. It is the size of the continental United States excluding Alaska. Brazil's physical environment and climate vary greatly from the tropical North to the temperate South. The landscape is dominated by a central highland region known as the Planalto Central (Brazilian Highlands, or Plateau of Brazil) and by the vast AmazonBasin which occupies overone-third of the country.The central plateau juts into theseaina few areas along Brazil's 4,500-mile-long, (7,240-kilometer-long) coast, but it more often runs parallel to the ocean, creating a fertile, lowland area. Brazil is a land rich in natural resources, principally iron ore, bauxite, manganese, nickel, uranium, gold, gemstones, oil, and timber.
General Climate
Although most of Brazil lies in the tropics, more than 60 percent of the population live in areas which are cooled either by altitude, sea winds or polar fronts. While the coastal cities of Rio de Janeiro, Recife and Salvador can get extremely hot, plateau cities such as São Paulo, Brasília and Belo Horizonte have mild climates, and the southern cities of Porto Alegre and Curitiba have mild winters, but while Curitiba has a warm summer, Porto Alegre has a hot summer. Despite the popular image of the Amazon as a region of blistering heat, temperatures of more than 32°C (90°F) are in fact rare. The annual average temperature in the region is 2226°C (72-79°F), with not much variation between the warmest and the coldest months. The hottest part of Brazil is the northeast, where temperatures of more than 38°C (100°F) are frequently recorded during the dry season between May and November. Along the Atlantic coast from Recife to Rio de Janeiro, average temperatures range from 23 to 27°C (7381°F). Inland, on higher ground, temperatures are lower, ranging from 18 to 21°C (6470°F). South of Rio the seasons are more defined and the range of temperatures significantly wider, with the annual average falling between 17 and 19°C (63-66°F). Brazil's most intense rain falls around the mouth of the Amazon near the city of Belém, and also in the upper regions of Amazonia where more than 2,000 millimetres (78 inches) of rain fall every year. Most of Brazil has moderate rainfall of between 1,000 and 1,500 millimetres (39 to 59 inches) a year, most of it coming between December and April. The driest part of the country is the northeast, where rainfall is irregular and the evaporation rate very high, making it difficult to grow crops.
Political Life
Government. The Federal Constitution of Brazil provides for three independent governing branches: executive, legislative, and judicial. Although the constitution has undergone several revisions in the last century, the most recent in 1988, it has always retained this division of governmental powers. Voting in Brazil today is universal and compulsory for all literate citizens from eighteen to seventy years of age and optional for those who cannot read and write. Leadership and Political Officials. Brazil's return to free elections in the mid-1980s after two decades of military dictatorship has not resulted in greater social and legal equity, and unequal treatment of rich and poor is ongoing. Government officials and well-to-do individuals who have committed crimes still are more likely to escape the long arm of the law than are those of lesser social status. In part, this is because Brazil is a country in which laws and regulations are passed, yet a significant proportion of them are ignored. Still, today there is growing intolerance of political corruption and a host of official inquiries are evidence that Brazilians are starting to reject impunity and demand accountability of their public officials. One concept is key to understanding Brazilian political culture: jeitos, ways of cutting through obstacles—such as rules and red tape—to achieve a desired end. Jeitos are partly a response to Brazil's notorious bureaucratic thicket which makes getting a government document—be it a driver's license, passport, or marriage license—a cumbersome process.
Those who can afford to hire despachantes (dispatchers), professional facilitators who know how to "do jeitos", to get things done. Others do jeitos on their own; perhaps a small "gratuity" to a low-paid government clerk will produce the desired document. A personalistic system of patron-client relationships is another key to the nation's political culture. One becomes a government bureaucrat or politician and rises through the ranks by developing influential connections and getting help from personal networks. Ambitious individuals cultivate powerful patrons who promote and protect them, and their own career trajectories typically rise and fall with those of their patrons.
Law
Supreme Federal Court building at the Praça dos Três Poderes. Brazilian law is based on Roman-Germanic traditions and civil law concepts prevail over common law practice. Most of Brazilian law is codified, although non-codified statutes also represent a substantial part, playing a complementary role. Court decisions set out interpretive guidelines; however, they are seldom binding on other specific cases. Doctrinal works and the works of academic jurists have strong influence in law creation and in law cases. The legal system is based on the Federal Constitution, which was promulgated on 5 October 1988, and is the fundamental law of Brazil. All other legislation and court decisions must conform to its rules. As of April 2007, there have been 53 amendments. States have their own constitutions, which must not contradict the Federal Constitution. Municipalities and the Federal District have "organic laws" (leis orgânicas), which act in a similar way to constitutions. Legislative entities are the main source of statutes, although in certain matters judiciary and executive bodies may enact legal norms. Jurisdiction is administered by the judiciary entities, although in rare situations the Federal Constitution allows the Federal Senate to pass on legal judgments. There are also specialized military, labor, and electoral courts. The highest court is the Supreme Federal Court. This system has been criticised over the last few decades for the slow pace of decision making. Lawsuits on appeal may take several years to resolve, and in some cases more than a decade elapses before definitive rulings. Nevertheless, the Supreme Federal Tribunal was the first court in the world to transmit its sessions on television, and also via YouTube. More recently, in December 2009, the Supreme Court adopted Twitter to display items on the day planner of the ministers, to inform the daily actions of the Court and the most important decisions made by them. Brazil continues to have high crime rates in a number of statistics, despite recent improvements. More than 500,000 people have been killed by firearms in Brazil between 1979 and 2003, according to a new report by the United Nations. In 2010, there were 473,600 people incarcerated in Brazilian prisons and jails.
Culture
The core culture of Brazil is derived from Portuguese culture, because of its strong colonial ties with the Portuguese empire. Among other influences, the Portuguese introduced the Portuguese language, Roman Catholicism and colonial architectural styles. The culture
was, however, also strongly influenced by African, indigenous and non-Portuguese European cultures and traditions.. Some aspects of Brazilian culture were influenced by the contributions of Italian, German and other European immigrants who arrived in large numbers in the South and Southeast of Brazil. The indigenous Amerindians influenced Brazil's language and cuisine; and the Africans influenced language, cuisine, music, dance and religion.
Food
Food in Daily Life. Rice, beans, and manioc form the core of the Brazilian diet and are eaten at least occasionally by all social classes in all parts of the nation. Manioc is a root crop that is typically consumed as farinha , manioc flour sprinkled over rice and beans, or farofa , manioc flour sautéed in a bit of oil with onions, eggs, olives, or other ingredients. To this core, meat, poultry, or fish are added, but the frequency of their consumption is closely tied to financial well-being. While the middle and upper classes may consume them on a daily basis, the poor can afford such protein sources far less often. Traditionally the most important meal of the day is a multicourse affair eaten after midday. For middle-class and elite families it might consist of a pasta dish or a meat or fish course accompanied by rice, beans, and manioc and a sweet dessert or fruit followed by tiny cups of strong Brazilian coffee called cafezinho. For the poor it would be primarily rice and beans. The evening repast is simpler, often consisting of soup and perhaps leftovers from the midday meal. As Brazil urbanizes and industrializes, the leisurely family-centered meal at midday is being replaced by lanches (from the English, "lunch"), smaller meals usually consumed in restaurants, including ones featuring buffets that sell food by the kilo and such ubiquitous fast-food eateries as McDonalds. The poor, who cannot afford restaurants, are likely to eat the noon meal at home, to buy snacks sold on the street, or to carry food with them to work in stacked lunch buckets. In rural areas itinerant farm laborers who are paid by the day and who carry such buckets have been dubbed bóias-frias, "cold lunches." Meals may be accompanied by soft drinks— including guaraná, made from a fruit that grows in the Amazon—beer, or bottled water.
Symbolism.
Most Brazilians would agree that the symbols that best characterize their nation are the exuberant revelry of the pre-Lenten celebration of carnival and the wildly popular sport of soccer, called futebol in Brazil.
Carnival is a four-day extravaganza marked by parades of costumed dancers and musicians, formal balls, street dancing, and musical contests, a truly national party during which Brazilians briefly forget what they call the "hard realities of life." Carnival is symbolic of the national ethos because it plays to many of the dualities in Brazilian life: wealth and poverty, African and European, female and male. The key to carnival's popularity is its break with and reversal of the everyday reality. Through the use of costume—notably called fantasia in Portuguese—anyone can become anybody at carnival time. Class hierarchies based on wealth and power are briefly set aside, poverty is forgotten, men may dress as women, leisure supplants work, and the disparate components of Brazilian society blend in a dizzying blaze of color and music. Brazilians are also passionate about soccer and are rated among the best players of the sport in the world. Every four years when the world's best teams vie for the World Cup championship, Brazil virtually shuts down as the nation's collective attention turns to the action on the playing field. And when Brazil wins the World Cup—as it has on more occasions than any other country—the delirium of the populace is palpable. Brazilian flags are hoisted aloft, everyone wears green and yellow (the national colors), and thousands of Brazilians, seemingly intoxicated with pride, take to the streets in revelry.
Religion
Religious Beliefs. Brazil is the largest Catholic country in the world even though the percentage of Brazilians who belong to the Catholic Church has declined in recent years, down from 95 percent in the 1950s. Today about 73 percent of Brazilians identify themselves as Catholic but an unknown number are Catholics by tradition, not by faith. Although church and state are separate in Brazil and, by law, there is freedom of religious belief and expression, a close relationship exists between the Catholic Church and the state. Major Catholic holidays are public holidays and a priest (or bishop) always presides at the inauguration of public buildings. Also, church-based welfare and educational institutions, such as religious seminaries, receive financial support from the federal government. At various times in Brazilian history the Catholic Church has either strongly endorsed the state or vigorously challenged the status quo, as in the case of liberation theology, a latetwentieth century movement that provided religious justification for questioning the yawning gap between haves and have-nots in Brazil.
Linguistic Affiliation.
Nearly all Brazilians speak Portuguese, a Romance language, belonging to the IndoEuropean language family. The Portuguese language was introduced to Brazil by the Portuguese in the early sixteenth century. Prior to the arrival of the Portuguese, the native population spoke languages belonging to at least four major language families: Arawakan,
Gê, Carib, and Tupi-Guarani. Tupi-Guarani—which was spoken by coastal Indians, the first to come into extensive contact with the Portuguese—served as the basis for lingua geral, a language developed by the Jesuits for their missionary work with the Indian population. Aside from a small number of recently contacted indigenous peoples, all Brazilians speak Portuguese. Brazilian Portuguese differs somewhat in grammar, vocabulary, and pronunciation from the language of Portugal. Brazilian Portuguese contains a large number of indigenous terms, particularly Tupi-Guarani words for native plants, animals, and placenames that are not found in continental Portuguese. While regional accents exist in Brazil, they are not very pronounced and native Portuguese speakers from one region have no difficulty understanding those from other regions. The vast majority of Brazilians are monolingual in Portuguese, although many middle-class and elite Brazilians study English and to a lesser extent Spanish, French, and German. Brazilians are very proud of their linguistic heritage and resent that many foreigners, particularly North Americans, think Brazilians speak Spanish.
Basic Economy.
Today Brazil has the eighth largest economy in the world. It is a major producer of such agricultural products as sugarcane, soybeans, oranges, coffee, cocoa, rice, wheat, and cotton. It is also a major supplier of beef with vast cattle ranches primarily in the southern and western regions of the country. Nevertheless, because of the tremendous growth of industry, agriculture accounts for only 13 percent of the nation' gross domestic product. Agriculture employs—directly or indirectly— about one-quarter of the Brazilian labor force. Five million agricultural workers are wage laborers concentrated in the plantations of the North (sugarcane, cotton, coffee, cocoa) and the increasingly mechanized agricultural enterprises of the Southeast and South (soybeans, wheat, sugar, oranges). More than 70 percent of these workers lack contracts and social benefits and less than 40 percent are employed year round. There are also 4.8 million landless families who survive as tenant farmers, sharecroppers, and casual laborers. In the last decades of the twentieth century, increasing mechanization and monopolization of the best farmlands by agribusinesses has accelerated the displacement of small familyowned farms. Nevertheless, there are still some five million family farms ranging in size from 12 to 250 acres (5 to 100 hectares) that occupy about 143 million acres (58 million hectares). In contrast, large commercial agricultural enterprises cover almost three times that area. During the 1960s and 1970s Brazil experienced economic growth from agricultural modernization and, by the early 1980s, agricultural production had increased to the extent that Brazil had become the fourth largest food exporter in the world. But, at the same time, Brazil was not adequately feeding its own people. It is sixth worldwide in malnutrition, ahead of only Bangladesh, India, Pakistan, Indonesia, and the Philippines.
Child Rearing and Education.
Like so many aspects of Brazilian life, educational opportunities are tied to social class. Brazil has never invested heavily in public education and most middle-class and elite families send their children to private school. Education is also linked to race and geography. A white person in the Southeast has an average of 6.6 years of schooling, whereas a person of color living in the Northeast has spent an average of just 3.5 years in school. Despite the low level of funding, the last four decades of the twentieth century witnessed a significant increase in the number of Brazilians attending school and a concomitant rise in the literacy rate— in 2000 about 82 percent of Brazilians are literate. In 1960 almost half the population had little or no schooling, a figure that fell to 22 percent by 1990. Notably, school is one setting in which females are often more successful than males. In some regions of Brazil, girls are more likely than boys to be in school and women tend to be more literate than men. Higher Education - Two-thirds of all public monies spent on education in Brazil goes to universities, the other third to public primary and secondary schools. While public universities in Brazil—widely considered superior to their private counterparts—charge no tuition, they have very competitive entrance exams which generally favor students who have attended costly private schools with high academic standards. The value placed on higher education by certain segments of Brazilian society may explain why it receives such a large share of revenue. Economic success in Brazil is said to come more from who one knows than what one knows, and where one is educated, influences who one knows. University education then, aside from training students in a particular profession, also confers (or confirms) social status which, in turn, provides the personal connections that can influence future success.
Brazil is similar to many Latin American countries when analyzing the five Dimensions.
Brazil's highest Hofstede Dimension is Uncertainty Avoidance (UAI) is 76, indicating the society’s low level of tolerance for uncertainty. In an effort to minimize or reduce this level of uncertainty, strict rules, laws, policies, and regulations are adopted and implemented. The ultimate goal of this population is to control everything in order to eliminate or avoid
the unexpected. As a result of this high Uncertainty Avoidance characteristic, the society does not readily accept change and is very risk adverse. Brazil has a slightly higher Individualism (IDV) rank of 38 compared to the average Latin population score of 21. However, virtually all the Latin countries are considered to be Collectivist societies as compared to Individualist cultures. This is manifest in a close longterm commitment to the member 'group', be that a family, extended family, or extended relationships. Loyalty in a collectivist culture is paramount, and over-rides most other societal rules. Power Distance Index (PDI) - that is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. This represents inequality (more versus less), but defined from below, not from above. It suggests that a society's level of inequality is endorsed by the followers as much as by the leaders. Power and inequality, of course, are extremely fundamental facts of any society and anybody with some international experience will be aware that 'all societies are unequal, but some are more unequal than others'. Individualism (IDV) - on the one side versus its opposite, collectivism, that is the degree to which individuals are inte-grated into groups. On the individualist side we find societies in which the ties between individuals are loose: everyone is expected to look after him/herself and his/her immediate family. On the collectivist side, we find societies in which people from birth onwards are integrated into strong, cohesive in-groups, often extended families (with uncles, aunts and grandparents) which continue protecting them in exchange for unquestioning loyalty. The word 'collectivism' in this sense has no political meaning: it refers to the group, not to the state. Again, the issue addressed by this dimension is an extremely fundamental one, regarding all societies in the world. Masculinity (MAS) - versus its opposite, femininity, refers to the distribution of roles between the genders which is another fundamental issue for any society to which a range of solutions are found. The IBM studies revealed that (a) women's values differ less among societies than men's values; (b) men's values from one country to another contain a dimension from very assertive and competitive and maximally different from women's values on the one side, to modest and caring and similar to women's values on the other. The assertive pole has been called 'masculine' and the modest, caring pole 'feminine'. The women in feminine countries have the same modest, caring values as the men; in the masculine countries they are somewhat assertive and competitive, but not as much as the men, so that these countries show a gap between men's values and women's values. Uncertainty Avoidance Index (UAI) - deals with a society's tolerance for uncertainty and ambiguity; it ultimately refers to man's search for Truth. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. Unstructured situations are novel, unknown, surprising, different from usual. Uncertainty avoiding cultures try to minimize the possibility of such situations by strict laws and rules, safety and security measures, and on the philosophical and religious level by a belief in absolute Truth; 'there can only be one Truth and we have it'. People in
uncertainty avoiding countries are also more emotional, and motivated by inner nervous energy. The opposite type, uncertainty accepting cultures, are more tolerant of opinions different from what they are used to; they try to have as few rules as possible, and on the philosophical and religious level they are relativist and allow many currents to flow side by side. People within these cultures are more phlegmatic and contemplative, and not expected by their environment to express emotions. High Context Culture - In order to communicate effectively with people in other countries, it’s important to know the business hierarchy and how people relate to each other. One way to understand this is in terms of "high context" and "low context," a classification based on how people in different cultures communicate. High context refers to societies in which people have close connections. High-context people are generally defined as: Less verbally explicit. Instead, they rely more on indirect verbal interaction and are proficient at reading non-verbal cues. Having less written/formal communication. High-context cultures are more interested in fostering trust than in signing contracts. Having strong boundaries. They have more clearly defined roles of authority, and differences in status are valued. They rarely call people by their first names. Relationship-focused. Decisions and activities are focused around personal, face-to-face relationships. Brazil is a high context culture.
Long-Term Orientation (LTO) - versus short-term orientation: this fifth dimension was found in a study among students in 23 countries around the world, using a questionnaire designed by Chinese scholars It can be said to deal with Virtue regardless of Truth. Values associated with Long Term Orientation are thrift and perseverance; values associated with Short Term Orientation are respect for tradition, fulfilling social obligations, and protecting one's 'face'. Both the positively and the negatively rated values of this dimension are found in the teachings of Confucius, the most influential Chinese philosopher who lived around 500 B.C.; however, the dimension also applies to countries without a Confucian heritage.
Advertising in Contemporary Society (Tata Nano in Brazil)
A Thorough description and conclusion for selling the TATA Nano(The one lakh car) in
Brazil.
Ashish Thadani TYBMM 61
doc_695132148.doc