Intercultural Challenges in Customer and Account Management - Detailansicht

About the lecturer: Since WS2019, Nayan Kadam has been a PhD student and academic employee teaching this course. Understanding the cultural aspect in Global Account Management in the context of India and Germany is one of his research topics. He has presented at various international conferences and published a research paper on this subject in an international journal.

For more information, please see: LinkedIn

Remark: Please take into account that the first lecture will be held via Big Blue Button on Thursday, October 13th.

Key Topics in WS2022-23:

• Business-to-Business Marketing
• Key Account Management
• Global Account Management
• Concept of culture - National/Organizational Culture
• Cross-cultural Theoretical Models
• Cultural Perceptions and Norms
• Cultural Values, Standards, Dimensions
• Culture Shock and Adaptation

Case Studies in WS2022-23:

• Small Talk - USA
• The Senior Manager - Japan
• Customer acquisition - India
• The Business meeting - Brazil
• The negotiation - China
• No profitable business - Arabic Gulf States
• The third-party business - Italy
• The way to the negotiation - Russia

Books:

• Hofstede, G.: Cultures and Organizations - Software of the Mind: Intercultural Cooperation and Its Importance for Survival, McGraw-Hill Education Ltd 2010, ISBN – 9780071664189

• Gesteland, R.: Cross-Cultural Business Behavior: Marketing, Negotiating, Sourcing and Managing Across Cultures, Copenhagen Business School 2002, ISBN – 9788763000932

• Lewis, R.: When Cultures Collide: Leading Across Cultures, Nicholas Brealey International 2005, ISBN: 9781904838029

Publications:

• Kadam, Nayan, Barbara Niersbach, and Bjoern Sven Ivens (2022). "The cultural factors in global account management: the case of Indian buyers and German suppliers." Journal of Business & Industrial Marketing.
• Pardo, Catherine, Björn S. Ivens, and Barbara Niersbach (2020), “An identity perspective of key account managers as paradoxical relationship managers,” Industrial Marketing Management, 89, 355–72.
• Wilson, Kevin and Tony Millman (2003), “The global account manager as political entrepreneur,” Industrial Marketing Management, 32 (2), 151–58.
• McDonald, Malcolm, Tony Millman, and Beth Rogers (1997), “Key account management: Theory, practice and challenges,” Journal of Marketing Management, 13 (8), 737–57.
• ALHussan, Fawaz B., Faten B. AL-Husan, and Chavi C.-Y. Fletcher-Chen (2014), “Environmental factors influencing the management of key accounts in an Arab Middle Eastern context,” Industrial Marketing Management, 43 (4), 592–602. 
• Deshpande, Rohit, John U. Farley, and Frederick E. Webster (1993), “Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis,” Journal of Marketing, 57 (1), 23
• Deshpandé, Rohit and John U. Farley (2004), “Organizational culture, market orientation, innovativeness, and firm performance: an international research odyssey,” International Journal of Research in Marketing, 21 (1), 3–22.

Goals:

• Develop the intercultural competencies and cross-cultural communications required for working in international teams and managing cross-cultural businesses.
• Increase cultural consciousness (understanding cultural differences and similarities).
• Develop intercultural skills(understanding one's own culture and learning about those of others).

There are no prerequisites for enrolling in this course. The course is open to students from all academic programs. To learn and comprehend cultural issues in international business, one must be open, enthusiastic, and motivated.

Portfolio Exam:

• 50% Case Studies Presentations
• 50% Term Paper