How to carry out cross-cultural management when local hotel brands expand in overseas markets?

Definition of cross-cultural management: also known as "cross-management", refers to adopting an inclusive management method for cultures of different races, different cultural types and different stages of cultural development in the country where the enterprise is located. It studies how to overcome the conflict between different cultures under cross-cultural conditions, and creates a unique culture of the company accordingly, thus forming an effective management process.

(2) Cross-cultural management of enterprises mainly adopts the following strategies:

(1) Localization strategy, cross-cultural management integrates production, marketing, management, personnel and other aspects into the process of the host country according to the principle of "globalization of thinking and localization of behavior", earnestly assumes the civic responsibility of the host country, roots the corporate culture in the host country, gradually fades the color of the home country and becomes an authentic host company. Localization strategy is mainly manifested in the localization of human resources, products, marketing methods and research and development.

Localization is conducive to avoiding cultural conflicts, reducing the operating expenses of overseas personnel and companies, accelerating the integration with local social culture, reducing local hostility to foreign investment, increasing employment opportunities in host countries and accelerating the process of integration with the international community.

(2) Cultural innovation strategy, that is, on the basis of effective integration of parent company culture and local culture, to build a new corporate culture within the enterprise that is based on cultural integration and centered on the same values of the enterprise and adapts to the actual situation of the enterprise, which will help the enterprise to obtain effective operation, consider problems and solve problems in a new way.

(3) Cross-cultural advantage strategy, that is, enterprises take cultural differences as advantages and actively use "cross-cultural advantages" to develop enterprises when conducting transnational operations. Cultural differences can create more market opportunities and profit returns for international enterprises. As long as the enterprise organization is reasonably designed and scientific management strategies and incentive policies are formulated, cultural differences can be transformed into competitive advantages of enterprises and a management model acceptable to both sides can be established.

④ Cultural avoidance strategy. When there are great differences between the culture of the mother country and the culture of the host country, special attention should be paid to avoiding the main differences and sensitive areas. In countries with strong religious power, special attention should be paid to respecting local beliefs.

⑤ Cultural infiltration strategy. Take advantage of the cultural advantages formed by the strong economic strength of the home country to gradually infiltrate the local employees of the company, so that the employees in the host country can gradually adapt to the culture of the home country and become the executors and defenders of the culture of the home country.

⑥ With the help of Third culture strategy, it means that an enterprise manages its subsidiaries in the host country with the help of neutral Third culture who has a certain understanding of the host country culture, so as to avoid the direct conflict between the host country culture and the host country culture.

⑦ Professional culture strategy: inject the parent company culture directly into foreign branches, eliminate the local culture of foreign branches, and only keep the parent company culture.