Developing the Global Marketing Mindset

Global marketing is a new business necessity as global integration leaves few localities untouched by outside market influence. Developing global managers and moving them into organizations where they are most useful can help in the development of stronger marketing decisions. Research by Moeller and Harvey (2011) highlight the need to develop the “global mindset” among managers and use that mindset to compete on international markets. 

Before discussing the benefits of globally oriented managers it is first beneficial to understand what the “global mindset” is. According to Rhinesmith, the global mindset is, “the ability to scan the world from a broad perspective always looking for unexpected trends and opportunities that may constitute a threat or an opportunity to achieve personal, professional or organizational objectives” (1993, p. 24). They are able to overview the global environment and understand larger trends and move to specific knowledge adaptation when necessary. 

Those with “global mindsets” do something a little differently than local managers. They use something called the reference point theory. Similar to the process of socialization, acknowledging and understanding reference points, those with the global mindset can use multiple strategic reference points when transitioning into culturally, economically, and politically foreign environments (Fiegenbaum, et. al. 1996). In other words, they have gained enough knowledge in their lives to bounce around different cognitive models to see problems from varying cultural perspectives. 

The ability to scan wide swaths of information, dig deeply into areas of interest, and use multiple perspectives to solve problems obviously has advantages for organizations that must market, distribute, and operate on multiple continents. According to Gupta and Govindarajan (2004), it provides organizations with the benefits to forecast trends in the market, gain sophistication in analysis due to diversity of perspective, integrate best practice knowledge, and coordinate across functional activities and borders. 

The global mindset is developed through experiencing other cultures and gaining of environmental knowledge. This comes from studying concepts, understanding others points of view, being aware of your surroundings, and being creative in problem solving. Some personalities strive for understanding greater breadth of information while others do not. When managers have gained cultural experience and knowledge they can put that to strong use in solving complex global problems in logistics, marketing, human resource management, and many other areas. 

Fiegenbaum, A. et. al. (1996). “Strategic Reference Point Theory,” Strategic Management Journal, 17 (3), 219–35.

Gupta, A. & Govindarajan, V. (1991). Global Marketing Strategy and Organization. Hoboken, NJ: John Wiley & Sons.

Moeller, M. & Harvey, M. (2011). Inpatriate marketing managers: issues associated with staffing global marketing positions. Journal of International Marketing, 19 (4). 

Rhinesmith, S. (1993).  A Manager’s Guide to Globalization. Alexandria, VA: Richard D. Irwin.

 

The Competitive Skills of the 21st Century

Skills are the life blood of any economy. It is hard to do much without the skills to think it, make it and sell it. Businesses seek college graduates with general skills that raise their competitiveness. A study by Holtzman & Kraft (2011) compared and contrasted a study by the Richard Stockton College and one by the Association of American Colleges and Universities to come to conclusions about the skills needed in the 21^st Century.

The essential skills of the 21^st Century employers identified as very important or important were: Interpersonal skills(100%); Time management (100%); Speaking/oral communications (98%); Ethical Understanding (98%); and, Adapting to change/being flexible (96%). Employer’s ratings were solicited through a survey response.

There was an essential difference between the two studies.  When the participant’s businesses worked and sold within the local market they were less interested in graduates with a global perspective while those who sold on international markets were more interested in hiring those with a global perspective. The company’s market focus impacted the type of perspective needed.

Interpersonal skills, time management, oral communications, ethical understanding and flexibility fit within an employer’s needs. Employees who can work well with others, use their time well, communication with others, have an internal value system and were open to change were simply worth more than those who do not hold these skills.  Employers desired colleges to foster these concepts for greater relevance to their needs.

The authors do not move into this concept but part of those needs is based within the constant modern transition of businesses. Change is a fact of life and employees that know how to obtain information, focus on their tasks, and change when the situation calls for it are better than those who cannot. An organization with a higher percentage of employees who cannot change are likely going to have difficulty during transition periods or when new processes are needed to meet market demand.

The global perspective helps employees understand how and where the company and its offerings fit within the global market. A better understanding of the market helped employees put within perspective their work function and the needs of their global demographics. This may have an impact on the micro choices employees make in any particular moment thereby creating greater alignment between thought, action, and outcome.

The study was a comparison but does highlight the difference and similarities between global and domestic producers. The basic skills may stay the same but the overall perspective is different. Higher education should consider such needs when preparing students to compete in the marketplace in order to find stronger employ-ability and greater economic competitiveness. Starting at a younger age and encouraging such skills throughout one’s educational career may be beneficial for full development. 

Holtzman, D. & Kraft, E. (2011). Skills needed in the 21^st Century workplace: a comparison of feedback from undergraduate business alumni and employers with a national study. Business Education & Accreditation, 3 (1).

The Benefits of Professional and Trade Certificates

What benefit does professional and skill certificates offer?  According to a 2012 Census Bureau it provides a level of growth and development. The certificate helps employers see that the job candidate has updated their skills and has kept pace with changes in the market. The certificate is another form of education even though no formal college degrees are earned. It provides an alternative track of learning new skills. 

The report also indicates that those with less than a high school education, a high school education, or an associate’s degree or less benefit the most. Over 80% of respondents indicate their employer rewards their efforts even though the amount of this reward ranges from $300 to $700 per year depending on the certificate. Those at the highest end of the education spectrum such as master and doctorate graduates have less use for the certificates. 

An employer may look at these certificates as an indication of motivation and skill development. If these certificates are relevant to them and contribute to specific positions they are likely to be seen as a positive attribute. A current employee who has updated their skills and can be more effective at their job is certainly better than one who doesn’t bother. 

This brings up an issue of trainability. Employees who are seeking to update their skills and knowledge are likely to also be more trainable than other employees. This means they can be groomed for higher responsibility and higher compensated positions. They are more open minded, willing to change, and able to keep updated on industry changes. 

The type of certificate earned is also important. A secretary that learns complex operations in Microsoft Office is certainly worth more than one who can only type a letter. The secretary is capable of moving into more complex database and tracking type work that helps the company. The same concept can be applied to skilled trades where a new welding cut or other skill can come in handy. 

Updating skills is important for both the employee and the company and should be justly rewarded. This reward is dependent on the type of certificate earned and its overall benefit to the organization. When employers and employees partner to determine what skills can be learned and how that benefits both parties there is likely to be greater congruence of perspective and effort. 

2012 Census Report