Not long ago, people around the world have never heard of the existence of skull ring, but the skull ring became well known since one American club put it up. As we all know, skull ring was used to be regarded as a thing played by bad boys only at that time. The concept is changed since then. Some businessman put it be close to a kind of culture and make it acceptable to most people.
Certainly, culture is one of the most challenging elements of the international marketplace, especially for the skull ring market. This system of learned behavior patterns characteristic of the member of a given society is constantly shaped by a set of dynamic variables: language, religion, values and attitudes, manners and customs, aesthetics, technology, education, and social institutions. To cope with this system, an international manager needs both factual and interpretive knowledge of culture. To some extent, the factual knowledge can be learned; its interpretation comes only through experience.
The most complicated problems in dealing with the cultural environment stem from the fact that one cannot learn culture — one has to live it. Two schools of thought exist in the business world on how to deal with cultural diversity. One is that business is business the world around, following the model of Pepsi and McDonald’s. In some cases, globalization is a fact of life; however, cultural differences are still far from converging. So it is for the selling of skull ring.
The other school proposes that companies must tailor business approaches to individual cultures. Setting up policies and procedures in each country has been compared to an organ transplant; the critical question centers around acceptance or rejection. The major challenge to the international manager is to make sure that rejection is not a result of cultural myopia or even blindness.
Fortune examined the international performance of a dozen large companies that earn 20 percent or more of their revenue overseas. The internationally successful companies all share an important quality: patience. They have not rushed into situations but rather built their operations carefully by following the most basic business principles. These principles are to know your adversary, know your audience, and know your customer. Then you can have a good business, you can sell the skull ring to every corner of the world, you can let different cultures people accept it and buy it. That’s your success.