Managing the “4Ps” in Culturally Distant Countries: From Theory to Business Practice

This chapter complements the theoretical underpinnings put forward in the previous sections of the book with actual business practice, analyzing case studies of firms that have been confronted with cross-cultural marketing issues and illustrating how they were able to cope with them. Both multinational enterprises [Reckitt Benckiser, Cioccolatitaliani, Galbani, Beta (the real name of this firm has been changed to protect the firm’s and its informant’s identities), Campari, Gruppo Montenegro] and smaller ventures [Riso Gallo, Equiline, Pastificio Andalini, Alpha (the real name of this firm has been changed to protect the firm’s and its informant’s identities)] are analyzed in relation to how and why the firms have adapted/standardized their marketing mix. Each case places emphasis on one or more of the 4Ps. The empirical material supports the relevance of the theoretical frameworks put forward earlier in this book according to which distance has relative facets and therefore cultural distance must not only be understood in its objective dimensions but also in relative terms, with reference to the firm’s offer. Furthermore, case evidence is interesting from the point of view of the tension between a logic “based on cultural contexts” and one “based on personalization” (e.g., Equiline). Other case studies (Campari and Gruppo Montenegro) illustrate how these renowned Italian multinational firms in the food and beverage industry could approach the American market.