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Why a business shouldn’t change its messaging to enter a new market

Written by Richard Skellett on Friday, 02 November 2018. Posted in Global

Although Google is all about providing information to users worldwide, a report has surfaced that suggests the firm will censor itself to enter China. But is that the right decision?

Why a business shouldn’t change its messaging to enter a new market

Should a business change its messaging to enter a new market? The answer to this question is absolutely not.

If a company is prepared to change its culture, thereby forfeiting trust to enter a market in the pursuit of delivering earnings per share, you cannot therefore trust its behaviours in the existing markets it operates in. 

If a company culture is so disposable, sacrificing its vision and values so easily all in the pursuit of delivering profit to shareholders at any cost, where does such a company draw the line?

Culture is built on shared vision and values which should operate across borders to ensure behaviours are consistent. The number one value for any business is trust – if this is eroded, how does the culture therefore prevent poor behaviours?

Does Google really need to operate on a censorship model? Does it need to compromise its values by adopting behaviours that make people casualties of greed?

When you look at the internet of things (IoT), it’s there for the people and provides value to them. Google should be ensuring its service is built around trust without compromising or being a slave to earnings per share. 

You could argue that the IoT is now so embedded that our level of dependency on it for our daily lives means we can no longer survive without it.

Does it therefore mean the tech titans controlling this space fall into the same bracket as the other essentials we need as human beings to survive such as water, electricity and so on? My belief is businesses that exist to provide services which are fundamental to human needs and survival shouldn’t operate on an earnings per share model but instead as social enterprises.

There should be no conflict between the culture, vision, values and behaviours with decisions that affect or compromise trust because of greed.

Even if Google makes a decision not to go ahead in China, considering whether to or not says a lot about its culture. How do we know what it’s doing in the UK and US if it’s prepared to accept censorship in China? How can its behaviours be trusted elsewhere? 

About the Author

Richard Skellett

Richard Skellett

Skellett is the owner of global technology solutions for business company Allied Worldwide and social enterprise Digital Anthropology

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