This work deals with the way Beiersdorf’s does business in Europe. It considers the German impact of this particular culture on local practices, such as the organisational structure, human resource issues, team working or employee reward systems. First we introduce you to the firm behind Nivea, a product that is well known worldwide. Beiersdorf, though a relatively small company, is present around the world and therefore worth analysing. We than picked a cultural theory to base our analysis on. We chose the cultural framework as discussed by Hofstede, which is accepted throughout the scientific world as a useful tool. We will explain what is meant by the four considered dimensions and say how the UK, Germany and France fit into this framework. Then we outline BDFs values, beliefs and norms, as integral part of the Beiersdorf culture and how they partly reflect German values. In the end we will show how these values are set into practice in general and on a day-to-day basis.
Table of Contents
2. Executive Summary
3. Company description: Beiersdorf (BDF)
4. Cultural Framework: Hofstede
4.1. Measuring culture
4.2. Four dimensions
4.3. France - A High power distance culture
4.4. UK – The village market
4.5. Germany – The well oiled machine
5. Cultural values, beliefs and norms
5.1. The efficiency factor
5.2. Setting standards worldwide
5.3. Strength from within: the Beiersdorfers
5.4. What about growth policy?
5.5. Thinking globally, acting locally
5.6. Learning company
6. Analysis of Practices
6.1. The organization in practice
6.2. Beiersdorfers in practice
6.3. A learning company in practice
6.4. Quality in practice
6.5. BDF-checklist for business success in different cultures
Objectives and Topics
The paper examines how Beiersdorf (BDF) navigates international cultural differences to manage its corporate structure and business operations. It aims to analyze the extent to which the company’s German cultural heritage influences its global practices and how these are adapted to local environments.
- Application of Hofstede's cultural dimensions to Beiersdorf's organizational structure.
- Analysis of the relationship between corporate values and operational efficiency.
- Evaluation of Beiersdorf's growth strategy, focusing on internal development versus acquisition.
- Investigation into how the company fosters a sense of "family" identity across global locations.
- Examination of practices for integrating local expertise while maintaining consistent global quality standards.
Excerpt from the Book
6.2. Beiersdorfers in practice
The key factor to success for BDF are its people. Being a relatively small company helps to maintain a family culture expressed in the fact that employees are not just employees, they are all “Beiersdorfers” and belong to one family. To create a high level of identification, BDF puts a strong effort into employee development and continuous motivation. This is done by providing them with the information they need as well as supporting further education through seminars and tutoring. A speciality at the headquarters in Hamburg is setting up regular fairs in order to let people from different departments see what the others are producing, how they do it and what they plan to do in the future, in order to learn from each other and pick up new and interesting ideas. In regularly conducted employee surveys the identification with BDF is revealed. Beiersdorf is now considered a very attractive employer. This is also due to different actions taken by the board: install Kindergarten, other social institutions and a high quality canteen at every major site, arrange various cultural and social events and the introduction of an innovative pension system.
To create a sense of belonging to this culture/family in local offices and plants spread around Europe and the rest of the world, BDF follows a threefold philosophy: international seminars in different places aimed at Beiersdorfers from around the world, international job rotation and – last but not least - effective flow of information, especially through a company magazine which is published monthly.
Summary of Chapters
Executive Summary: Provides an overview of how Beiersdorf manages business in Europe by balancing German corporate culture with local cultural demands using Hofstede’s framework.
Company description: Beiersdorf (BDF): Details the company’s history, global reach, and the "growth in three dimensions" strategy.
Cultural Framework: Hofstede: Introduces Hofstede’s cultural dimensions, specifically Power Distance, Uncertainty Avoidance, Individualism, and Masculinity, to provide a basis for the organizational analysis.
Cultural values, beliefs and norms: Explores how specific German-influenced values like efficiency and quality are embedded in the corporate structure and international branding.
Analysis of Practices: Investigates the practical application of these values in day-to-day operations, employee integration, and the "learning company" concept.
Keywords
Beiersdorf, BDF, Hofstede, Organizational Behaviour, Corporate Culture, Cultural Dimensions, Nivea, Multinational Company, Human Resources, Management, Efficiency, Quality Management, Global Business, Internationalisation
Frequently Asked Questions
What is the primary focus of this study?
The study focuses on the organizational behavior of Beiersdorf, specifically how the company reconciles its German corporate culture with the diverse national cultures in the various countries where it operates.
Which theoretical framework is used to analyze the corporate culture?
The authors utilize Geert Hofstede’s cultural framework, focusing on the dimensions of Power Distance, Uncertainty Avoidance, Individualism/Collectivism, and Masculinity/Femininity.
What is the core research question?
The central question is how Beiersdorf, a small German multinational company, resolves the issue of corporate culture being appropriate in some national contexts but potentially inappropriate in others.
What methodology was employed by the authors?
The authors analyzed the company's organizational structure, human resource strategies, and management practices, interpreting them through the lens of Hofstede’s cultural dimensions while contrasting the business environments of Germany, France, and the UK.
What main topics are covered in the main body of the text?
The text covers Beiersdorf’s company history, its cultural framework, internal values and norms (such as efficiency and quality), and the practical implementation of these concepts across its global subsidiaries.
How does the company define its key personnel?
The company refers to its employees globally as "Beiersdorfers," a term designed to foster a sense of belonging, identification, and family-like unity across all international locations.
What is the "green-shoe approach" mentioned in the text?
It refers to Beiersdorf’s preference for endemic (internal) growth and starting up new companies in different countries rather than aggressive foreign acquisitions, which helps maintain the established corporate culture.
How does Beiersdorf resolve the potential conflict between global standards and local cultural preferences?
The company separates corporate culture from brand policy. While maintaining internal German standards for quality and efficiency, they adapt their marketing and brand image to local customs so that products are perceived as local rather than German.
- Quote paper
- Daniel Wülbern (Author), Patrick Hanisch (Author), Cléa Martinet (Author), Domenico Sapone (Author), Amir Bagheri (Author), 2002, Beiersdorf - how does culture impact on a small German multinational, Munich, GRIN Verlag, https://www.grin.com/document/8850
