CULTURAL CONTEXT AND CROSS-CULTURAL MARKETING STRATEGIES BETWEEN ITALY AND CHINA. THE CASE OF AMARENA FABBRI

Purpose. Globalization of markets creates a perception of homogeneity that should be verify. In Introducing a new product in a culturally distant market international companies should analyze the cultural context and verify the consistency between their marketing offer and the destination market. This paper aims to analyze if and how the cultural context affects the international marketing strategy of a company. Design approach. In order to analyze the influence of the cultural context on international marketing strategies, a qualitative research has been developed using focus group technique. Three different focus groups, have been developed, targeting Generation Z, Young Mathers and Young Professionals Finding. The research highlighted that the Chinese consumers have a different perception, use, and role of the product, compared to the ones in the traditional international markets of the company, pushing the company to reconsider its international strategy in different cultural contexts. Research limitation. The research process was limited because based only on one case study, even if emblematic, and only on three targets in an internationalized context as the city of Shanghai. Practical implications. Managers should develop international marketing strategy after a deep analysis of the cultural context of the destination market and adapt it to the local perception and the cultural assessment of the product. Originality. The use of focus group methodology in order to indagate how the cultural context can influence the perception of the product is not used in marketing research literature, despite its evident effectiveness in such a purpose.