案例分析范文.docx

案例分析范文.docx

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案例分析范文

案例分析范文

Case1

Casedescription:

AlthoughIKEAhasrecentlyinitiatedanAmericanstyleperformancereviewprocedure,whichrequiresdocumentingemployees’individualperformancestrengthsandweaknesses,Swedishmanagersfeeluncomfortablewiththeformalityofthesystemandtheneedtoprovidenegativefeedback.Sincetheyholdthemoreseniorpositions,theirambivalencehasresultedinlittlerealdiscriminationinpayincreaseswhicharedirectlylinkedtothereviews.AlthoughturnoveratIKEAislowerthantheindustryaverage,andcoworkersgenerallyappreciateIKEA’scaringenvironment,thereissomelatentdiscontentwiththewaypayincreasesaredistributed,evenamonglong-termemployeeswhofeelthattheir

whichwillencouragetheindustry“leader”toenterthecountryandinvest.Theriskscanbehighbut,ifsuccessful,soaretherewards.

BurnsPhilip’sfirstventureintoChina,afterlearningsomeveryhardlessons,wassosuccessfulthatafterthreeyears,itinvestedmoremoneyanddoubledthesizeofafermentationplant.BurnsPhilip’splantsarelocatedinGuangdong,Shanghai,Harbin,andinthewest.“Thisgivesuscoverageintheareaswhereyoufindopportunities,particularlyadevelopingmiddleclasswithdisposableincomes,”saysMrAroney.IneachofitsjointventuresburnsPhiliphasencountereddifferentconditions,duetodifferencesinlanguageandculture.ThepercentageofequitythatBurnsPhilipholdsinjointventuresvariedaccordingto:

1.therequirementoftheChinesegovernmentatthetimewhenthejointventurewasfounded;

2.theexpectedlifeofthejointventurethatissoughttobeestablished;

3.thecapabilityofthejointventurepartnertocontributeresources.

MrAroneysays，“Alltheabovecanbesubjecttolengthynegotiationspriortoanyagreementbeingreached.Themeetingscanlastfor12hoursatatime,andcontinueforseveraldays.Andeachtimeyougobacktothetable,thegoalsseemtohavebeenshifted.Itisonlywithperseveranceandasinceredesiretoformajointventurethatyouachieveyourgoal.”Headds,“ThereisthenecessaryChinesedelegationtoAustraliawithfactoryvisitstoexaminethetechnologyhatwillbeusedinChina,sothatafeasibilitystudycanbeprepared.Unfortunately,thepeoplethatformthedelegationarenotseenagainwhennegotiationsareresumedinChina.”

MrAroneyhassomeconcernsaboutintermediariesinChina.Hesays,“InacountryaslargeasChina,thegreatestproblemfacingamanufacturerisnot“canyoumaketheproduct?

”butrather“canyougetyourproductdistributedtothemarketplace?

”ThegivingofservicetocustomersispracticallyunknowninChina.Ifyousellthroughanagent,theagentwillwaitforacustomertocomeinandbuy;donotexpectyouragenttogoouttosellmoreoftheproductsincetheagentreceivesthesamemonthlysalarywhethertheproductissoldornot.”

AccordingtoMrArthurAroney,BurnsPhilip’ssuccessinChinahasalsobeenduetothecarefulselectionofworkunderdifficultconditions,surroundedbypeoplewhodonotspeaktheirlanguage,andwithaculturewhichrequiresunderstanding.“Peoplemustalsounderstandthattheyareguestsinthecountry.Oncetheyhavesignedajointventureagreement,thatagreementisbestplacedinadrawerand,hopefully,willneverseethelightofday.Ifyouhavetocontinuallyrefertoyouragreement,youdonothaveasuccessfuloperation,”saysMrAroney.

《跨文化商务交际》案例分析之一

1.powerdistance

FortheSwedishmangers,theyholdthemoreseniorposition,heyhavetherightfordecision-makingintheworkplace,andtheyhavethepowertomakethefinaldecision.

2.Individualism

Individualisminwesternculturemakescareerchoicesonthebasisofpersonalneedsandgoals.IntheUnitedStates,individualismisvalued.Inthiscase,theIKEAinitiatedanAmericanstyleperformancereviewprocedure,whichrequireddocumentingemployees’individualperformancestrengthsandweaknesses.However,theIKEAdidn’tdorewardtheemployees’individualperformance,therefore,theemployeesfeltthattheirindividualachievementswerenotalwaysrewarded.Atlast,theyleftIKEA.

2.Achievedstatusvs.Ascribedstatus

Achievedstatusreferstogainingstatusorrewardsthroughperformance.Ascribedstatusisaboutgainingstatusthroughothermeans,suchasseniority.FacingwiththeAmericanstyleperformancereview,theSwedishmanagersfeltuncomfortablewiththereview,buttheyprovidednegativefeedback.Thereasonwhytheydidsoisbecausetheyheldthemoreseniorpositionandhigherstatusinthecompany,thustheirdecisionswereacceptedbyemployees.

《跨文化商务交际》案例分析之二

1.DoingandAchieving

Doingisimportant.AccordingtoMr.Arthur,GeneralManagerofBurnsPhilip,heobservedthecorrelationbetweenculturesandtriedhisbesttounderstandothercultures.WhenhefirstventuredintoChina,helearnedsomeveryhardlessonsandinvestedinthemarket.

2.Thinkingandknowing

Knowingcomesfromexperience.BurnsPhilipbelievedthatbusinessshouldengageininternationalmarketingbyinvestingintargetmarkets.Theforeigngovernmentoffersinvestmentincentiveswhichwillencouragetheindustry“leader”toentrythecountryandinvest,throughtheseactivities,theygetfirsthandexperience.

3.Long-termandshort-termorientation

Long-termorientationlooksintothefuture.Short-termorientationstressespastandpresent.Thereweredifficultieswhentheyfoundthejointventure,butBurnsPhilipnegotiatedwiththeChinesegovernment,inordertomaketheagreementbereached.Whyhedidso?

ThisisbecauseheandhiscompanywantedtogettherewardsfromChinesemarket.

4.Uncertaintyavoidance

Differentcultureswilldifferfromeachotherintheavoidanceofuncertainsituation.UnitedStatesacceptuncertainty.Inthesecultures,peoplearerelativelycomfortablewithambiguity.Inthiscase,BurnsPhilipandhiscompanyknewthattheriskscouldbehigh,butinordertobesuccessfulandgettherewards,theyencouragetheindustry“leader”toenterthecountryandinvest.