Jeive, Michael

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Jeive
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Michael
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Jeive, Michael

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Publication

Purchasing decision making of cosmetics: a comparative study between Swiss and Chinese consumers

2020, Neves Gomes, Joana, Jeive, Michael, Lim, Leng Khim (Lynn)

Despite the rapid growth of the Chinese market since the initial opening up in 1978, a significant number of international consumer goods companies have struggled to find a firm and consistently profitable foothold in the market. This is often attributed to national cultural differences. Using projective technique for data collection, the research analysed female cosmetic consumers in China and in Switzerland, a market that Western manufacturers are familiar with. Due to significant regional differences within both countries, the study analysed consumers from Shanghai and Harbin, and the French and German-speaking areas of Switzerland. The study found out that there are large differences between the behaviour of consumers in Switzerland and China, but also within each country, particularly China. However, there are some similarities between the behaviour of consumers from Switzerland and Harbin. The findings provide a good insight for marketers wanting to enter or change their strategy in China or Switzerland, but particularly for Western manufacturers who are already present and familiar with the Swiss market and want to succeed in the Chinese market.

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Publication

Applying a trust lens to the study of international strategic alliance negotiations

2019, Jeive, Michael

This paper considers the value of applying a trust lens to the study of international strategic alliance negotiations. This paper considers that, in the context of international strategic alliances, negotiation is not limited to the process of reaching an initial agreement, but also includes the implementation and joint value creation phases. In a context where neither party has the power to enforce values on the other, the process of negotiating values and managing expectations brings the structures of the working relationship into sharp focus illuminating the ongoing process whereby agreed or accepted behavioural values emerge and begin to underpin the collaborative endeavour. Following a brief cultural diversion to show how the trust lens can illuminate the development of alliance culture, the paper provides an overview of key recent literature on the conception of trust and trust development before returning to a discussion of trust and negotiation and especially of the strategic alliances.