Effective Communication by Geosoft

High School ・Business ・Chicago

In 2016, Geosoft had plans to remodify their effective communication better with its customers by coming up with a digital intimacy strategy for their 5 major locations in the world: Latin America, Africa, Australia, Europe and North America. The goal of this strategy which was to build a competitive advantage by allowing the client base view it as a global company rather than based in Toronto. With this strategy, Geosoft faced the following challenges: (i) Making the brand message relatable with diverse cultures in different parts of the world while putting in mind the organizations values. For example, In South Africa, Goesoft’s proclamation of being the best did not seem to work as the country is majorly a modest culture in the country. Therefore, the company would be forced to restructure the marketing message to suit the South African consumers and maintain brand consistency in all other geographical areas.

  • Besides, while rolling the intimacy strategy, Geosoft would have to contend with the different expectations of high contact cultures such as Latin America. High contact cultures value direct eye contact and people standing close to one another while conversing and therefore failure to observe these cues may be viewed as offensive. In contrast, African cultures are low contact and therefore maintaining an eye contact or standing too close to a person may be interpreted as insensitive. Therefore, Geosoft was faced with the challenge of ensuring that the global strategy took into account business etiquette of each geographical region.
  • Besides, the perception by employees that Toronto had more career growth opportunities presented a new challenge to Dobush, the CEO since with this perception; it would be extremely difficult to present Geosoft as a global company. Therefore, Dobush was faced with the challenge of deconstructing this perception so that no matter which region the employees were posted, they would do their best and carry the corporate values with them.
  • The fact that Geosoft is present in various global locations means that the company is affected by differences in time zones of its subsidiaries. Therefore, this affected the scheduling of meetings in different regions since when it was daylight in one region, it was night in another area and hence limiting the possibility of a video conference in which all the executives in all global locations participated. For instance, meetings scheduled for late evening on Friday in Toronto were incongruent with meetings with other executives in Australia. This situation presented the executives with the challenge of scheduling meetings where all regional directors would participate.
  • Additionally, the disappearance of documents from other regions in the Toronto office was a great challenge to the new digital intimacy strategy since it would negatively impact the seamless communication channel that Geosoft was trying to build. The disappearance of documents might erode trust between the various subsidiaries and create bad blood between the headquarters and the subsidiaries. Therefore, Geosoft was faced with the challenge of unearthing the cause of dissipation of documents from other global location in the head office.
  • Finally, the company was tasked with incorporating the political circumstances of each region in the global strategy to ensure success in all the global locations. For instance, in Latin America, the shaky political environment complicated the procurement process, and Geosoft was forced to contend with this fact. Geosoft customers in Brazil were people in government, and therefore Geosoft had to come up with processes to ensure that the bills were paid on time.
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