The paper "Adopting an International Approach to the Local Market" is a great example of a business assignment. A firm becomes international when it extends its activities or manages to sell its products into overseas markets (Kessapidou & Varsakelis, 2002, p. 268). The more a firm is involved in overseas markets, the greater the level of internationalisation. A successful internationalisation process requires a firm to adapt effectively to the cultural settings of the target overseas markets through a process known as localisation (Nordea, 2003, p. 68). The purpose of this paper is to examine the process of the takeover of French breweries by Vechtel, a Dutch brewery, during its internationalisation processes.
First, the paper examines three phases that occurred after Vechtel took over a French company. It further observes the extent to which stereotyping is evident in the thoughts and words of Jean-Pierre Courbet and Jaap Harmelen and the impact that the culture of these two individuals had on the success of the takeover of the French company. A brief comparison of the strategies adapted by Vechtel (Rotterdam HQ) and Brasseries Vechtel is given.
An explanation is given of how these strategies are reconciled and how the two companies arrived at a common goal despite the existence of differences in their respective national cultures. Finally, the paper explains how the overall process of internationalization of the Dutch company could have been improved. The purpose of including the above information is to identify cultural issues that organisations involved in international takeover may encounter and to reflect how the cultural issues can be effectively managed to achieve success in the internationalisation process. Phases of internationalisation Three distinct phases of internalisation occurred after Vechtel took over the French company.
The first phase involved the creation of an atmosphere for cultural integration and effective communication. Vechtel made a radical restructuring of the management system. Some employees who had been working for the French company were dismissed and some replaced with experts from other Vechtel operating companies. However, some key positions remained with French employees, including Jean-Pierre Courbet’ s position.
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