GROUP 5:

INDIAN SUB-CONTINENT FINANCE SECTOR INTERESTS IN SOUTH EAST ASIA (INDONESIA & JAPAN)

ORGANISATION CORPORATE

CULTURE

Wait for Hetal

THE IMPACT OF CULTURE ON FINANCIAL

ORGANISATION Wait for Hetal

CULTURAL DIFFERENCES: INDIAN SUB-CONTINENT

India -Traditional Caste System -Fatalism -Collectivism -Religion is a way of life -Financial channels are from friends & family -Main religion is Hinduism -Main language is Hindi

CULTURAL DIFFERENCES: INDIAN SUB-CONTINENT

Pakistan -Hierarchical Society -Main religion is Islam -Follow basic of business etiquettes -Negotiation is the prioritised in business -Business card is a must

CULTURAL DIFFERENCES: INDIAN SUB-CONTINENT

Bangladesh -Developing relationships -Business entertainment is important -Exchanging favours -Punctuality is important -Women are accepted in business

CULTURAL DIFFERENCES: SOUTH EAST ASIA

Indonesia -Hierarchically structured -Manager allocates tasks and making decisions -Promotions & selections are based on relationships -Connections with the government & organisations is a key to success -Hold of bureaucracy

CULTURAL DIFFERENCES: SOUTH EAST ASIA

Japan -Lifetime employment -Regard of individuals -Hierarchy based on consensus and cooperation rather than top-down decision -Long-term business relationships -Decision making is participative

CULTURAL DIFFERENCES:
Indian Sub-continent South East Asia

Periodical employment Team responsibilities Top-down decisions Hierarchical in nature Authoritarian manners

Lifetime employment Individual responsibility (Japan), Team responsibility (Indonesia) Co-operation Hierarchy is based on consensus Decision making is participative

ALI AND ISMAIL SECTION

INTERNAL STAKEHOLDERS

Shareholders

Employees

Customers

Suppliers

EXTERNAL STAKEHOLDERS
Japanese financial regulatory Indonesian financial regulatory Indian financial regulatory authorities Authorities The Reserve Bank of India Indonesian CapitalAgency and Financial Services Market Securities and Exchange Board Financial Institutions of India (SEBI) Supervisory Agency Japan Securities Dealers National Stock Exchange Association Bombay Stock Exchange (BSE) Bank of Indonesia Major Financial Institutions in India Foreign Investment Promotion Board

Government

Financial regulatory authorities

EXTERNAL STAKEHOLDERS
Government
Japanese credit rating Indonesian credit rating Indian credit rating agencies agencies Credit Rating Agency of India ONICRA
Ltd. Japan Credit RatingRating Indonesia P.T. PEFINDO Credit Agency, Ltd. Credit Rating Information Services of (JCR) India Limited (CRISIL) Indonesia P.T. Kasnic Credit Rating Investment Information and Credit Rating Agency of India (ICRA)

Financial regulatory authorities

Mikuni & Co., Ltd.

Rating and Investment Information, Inc. (R&I) Credit Analysis & Research Limited
(CARE) Duff & Phelps Credit Rating India Private Ltd. (DCR India)

Credit Rating Agencies

EXTERNAL STAKEHOLDERS
Credit Rating Agencies

Government

Financial regulatory authorities

Media

Competitors

INDIAN-SUBCONTINENT
CULTURE

BUSINESS

Building a relationship Caste system - extremely hierarchically business structured - authoritarian style of management - less staff initiatives Time is flexible English is one of the official languages

INDONESIAN BUSINESS CULTURE

Extremely hierarchical business structure - managers allocate tasks and making decisions - less staff initiatives and proactive thinking Priority- show respect to seniority - avoid losing face Relationship is the key issue Low competence in English usage

JAPANESE BUSINESS CULTURE

Hierarchy structure is ranked on responsibilities and based on consensus rather than the top-down decision making process Information flow on the bottom-up structure Encourage group orientation and teamworking Relationships should come before business Punctuality is very important Low competence in English usage

PROPOSALS FOR A
COMMUNICATION

STRATEGY

WITH INDONESIAN OFFICE

INDONESIAN INTERNAL STAKEHOLDER

All communication channel should be translated into Indonesian language The usage of company email in communicating between home office and overseas Important announcements or memorandum from the home office should only be forwarded to Indonesian senior managements Annual meeting with each type of internal stakeholders

INDONESIAN EXTERNAL STAKEHOLDER

Build

continuous relationships with major external stakeholders by providing company report on a regular basis

PROPOSALS FOR A
COMMUNICATION WITH

STRATEGY

JAPANESE OFFICE

JAPANESE INTERNAL STAKEHOLDER

All communication channel should be translated into Japanese language Set up weekly group meeting to improve group cooperation level information can be shared and ideas can be generated and brought up to the top managements very quickly Any updated information from the home office can be forwarded to every members of staff by company email

JAPANESE INTERNAL STAKEHOLDER

Survey Feedback can be used to maintain good relationship with the stakeholders

JAPANESE EXTERNAL STAKEHOLDER

Email, company update letter or meeting can be arranged with the stakeholders to provide the companys progress and to maintain the relationship

CONCLUSION

PRESENTED BY GROUP 5
1. 2. 3. 4. 5.

Ms.Rukhsana Habib Ms.Hetel Patel Mr. Ashar Ali Shujah Mr.Ismail Khan Ms. Waranya Vattapakdee

1245596

1271334 1273463