Cultural Contexts in Consumer Behavior : A Qualitative Case Study Review of Market Research
DOI:
https://doi.org/10.54066/ijmre-itb.v3i2.3158Keywords:
AI-driven marketing, Consumer behavior, Cultural influences, Cross-cultural marketing, Digital globalizationAbstract
Consumer behavior is shaped by cultural contexts, influencing how individuals perceive, purchase, and engage with products and services. While traditional market research primarily relies on quantitative methods, this study highlights the importance of qualitative insights in understanding cultural influences. Through a case study approach, the research examines how cultural values, norms, and traditions impact consumer preferences and brand interactions across various markets. Key findings reveal that collectivist cultures prioritize community and social harmony in purchasing decisions, whereas individualistic cultures focus on personal achievement and self-expression. Additionally, high uncertainty-avoidance societies tend to favor well-established and reputable brands, whereas low uncertainty-avoidance cultures show openness to innovation. Digital globalization has also transformed consumer behavior, with AI-driven marketing and e-commerce platforms fostering hybrid consumer identities that integrate global and local influences. This study provides actionable recommendations for businesses, including adopting culturally adaptive marketing strategies, leveraging AI-driven consumer analytics, and enhancing localized branding efforts. The research contributes to the broader discourse on cultural influences in marketing and consumer engagement, emphasizing the need for businesses to adapt to evolving cultural dynamics in a digitally interconnected world. Future research should further explore the intersection of AI, digital globalization, and cultural adaptation in shaping cross-cultural marketing strategies to enhance business effectiveness in global markets.
References
P. Aghion and P. Howitt, “Adapting to local markets: Toyota’s approach in Africa,” Afr. J. Bus. Manag., vol. 14, no. 6, pp. 199–210, 2020, doi: 10.5897/AJBM2020.8923.
D. L. Alden, “Bridging cultures: Starbucks in Japan,” J. Asia Pac. Bus., vol. 19, no. 1, pp. 77–92, 2018, doi: 10.1080/10599231.2018.1430785.
A. D’Astous and M. Levesque, “Marketing to diverse beauty standards: The Dove campaign in Brazil,” J. Int. Consum. Mark., vol. 30, no. 5, pp. 343–357, 2018, doi: 10.1080/08961530.2018.1489091.
K. Green, “Cultural considerations in retail: IKEA’s store design adaptations for the Middle East,” J. Inter. Des., vol. 46, no. 3, pp. 45–59, 2021, doi: 10.1111/joid.12225.
G. Hofstede, Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations, 2nd ed. Sage Publications, 2001.
R. Johnson, “Understanding cultural adaptation in marketing,” Marketing Insights, 2019. [Online]. Available: https://www.marketinginsights.com/cultural-adaptation.
P. Kotler and K. L. Keller, Marketing Management, 15th ed. Pearson, 2016.
V. Kumar and R. Singh, “E-commerce dynamics in India: Amazon’s strategic adaptations,” J. Retail. Consum. Serv., vol. 69, p. 102010, 2022, doi: 10.1016/j.jretconser.2022.102010.
H. Lee and Y. Lim, “The emergence of luxury consumption: Insights from South Korea,” J. Consum. Mark., vol. 37, no. 4, pp. 507–520, 2020, doi: 10.1108/JCM-11-2019-3784.
E. López and M. Garcia, “Sustainable fashion: Zara’s adaptation strategy in Spain,” J. Fashion Mark. Manag., vol. 23, no. 3, pp. 337–352, 2019, doi: 10.1108/JFMM-10-2018-0101.
J. Müller, “Navigating regulations and infrastructure: Tesla's strategy in Europe,” Eur. J. Transp. Infrastruct. Res., vol. 21, no. 4, pp. 497–514, 2021, doi: 10.18757/ejtir.2021.21.4.4858.
L. Nyamunda, “Local flavor: KFC’s success through localization in Africa,” J. Afr. Bus., vol. 20, no. 1, pp. 23–37, 2019, doi: 10.1080/15228916.2019.1564823.
C. Rojas, “The power of local relevance: Nike’s branding in Latin America,” Int. J. Advert., vol. 40, no. 2, pp. 161–177, 2021, doi: 10.1080/02650487.2020.1793454.
S. H. Schwartz, “Universals in the content and structure of values: Theoretical advances and empirical tests in 20 countries,” Adv. Exp. Soc. Psychol., vol. 25, pp. 1–65, 1992.
J. A. Smith, “The impact of cultural values on consumer behavior,” J. Int. Mark., vol. 28, no. 3, pp. 45–62, 2020, doi: 10.1177/1069031X20912345.
J. A. Smith, “Adapting global content for local audiences: The Netflix approach,” J. Bus. Res., vol. 120, pp. 245–256, 2020, doi: 10.1016/j.jbusres.2020.05.015.
J. C. Sweeney and G. N. Soutar, “The role of local adaptation in global marketing strategies: McDonald’s in India,” Int. J. Mark. Stud., vol. 13, no. 4, pp. 78–89, 2021, doi: 10.5539/ijms.v13n4p78.
T. H. Tan, “Lessons from failure: An analysis of Pepsi’s marketing strategies in Asia,” Marketing Insights, 2019. [Online]. Available: https://www.marketinginsights.com/pepsi-failure-asia.
S. Taylor, “Cross-cultural marketing strategies: Adapting to local tastes,” Int. J. Mark. Stud., vol. 13, no. 4, pp. 112–125, 2021, doi: 10.5539/ijms.v13n4p112.
J. van der Rijt and S. Broek, “Cultural alignment and marketing effectiveness: The case of Coca-Cola during Ramadan,” J. Int. Mark., vol. 28, no. 3, pp. 45–62, 2020, doi: 10.1177/1069031X20912345.
L. Zhang and J. Kim, “Cultural missteps in branding: An analysis of Dolce & Gabbana’s campaign in China,” J. Fashion Mark. Manag., vol. 24, no. 4, pp. 609–623, 2020, doi: 10.1108/JFMM-02-2020-0035.
L. Zhang and J. Kim, “The role of cultural intelligence in marketing effectiveness,” J. Bus. Res., vol. 138, pp. 123–134, 2022, doi: 10.1016/j.jbusres.2021.09.045.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 International Journal of Management Research and Economics

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.