案例分析范文

1、案例分析范文Case 1Case description:Although IKEA has recently initiated an American style performance review procedure, which requires documenting employees ' individual performance strengths and weaknesses, Swedish managers feel uncomfortable with the formality of the system and the need to provide n

2、egative feedback. Since they hold the more senior positions, their ambivalencehas resulted in little realdiscriminationin pay increases which aredirectly linked to the reviews. Although turnover at IKEA is lower than the industry average, and coworkers generally appreciateIKEA' s caring environm

3、ent,there is some latent discontent with the way pay increases are distributed, even among long-term employees who feel that theirindividual achievements are not always rewarded.In the opinion of one American manager, UA lot of people have left IKEA because they can't move up fast enough here- S

4、ome left the store to go to the Service Centre(IKEA's national headquarters) then left because it was too hard for them to adjust, there was no clear frame of reference in terms of policies and procedures. We have lost some key American managers because they didn't have a clear idea of their

5、 role or future in the organization.MCase 2Case descriptionMr Arthur Aroney, General Manager of Burns Philip and Co. Ltd” and Australian company believes hat businesses should engage in international marketing by investing in target markets. The foreign government offers investment incentiveswhich w

6、ill encourage the industry leader ” to enter the country and invest. The risks can be high but, if successful, so are the rewards.Burns Philip s first venture into China, after learning some very hard lessons, was so successful that after three years, it invested more money and doubled the size of a

7、 fermentation plant. Burns Philip s plants are located in Guangdong, Shanghai, Harbin, and in the west. This gives us coverage in the areas where you find opportunities, particularly a developing middle class with disposable incomes, ”thatsays Mr Aroney. In each of its joint ventures burns Philip ha

8、s encountered different conditions, due to differences in languageand culture. The percentage of equityBurnsholds inaccording to :1. the requirement of the Chinese government at the time when the joint venture was founded;2. the expected life of the joint venture that is sought to be established;3.

9、the capability of the joint venture partner to contribute resources.Mr Aroney says ) "All the above can be subject to lengthy negotiations prior to any agreement being reached. The meetings can last for 12 hours at a time, and continue for several days. And each time you go back to the table, t

10、he goals seem to have been shifted. It is only with perseverance and a sincere desire to form a joint venture that you achieve your goal. " He adds, There is the necessary Chinese delegation to Australia with factory visits to examine the technology hat will be used in China, so that a feasibil

11、ity study can be prepared. Unfortunately, the people that form the delegation are not seen again when negotiations are resumed in China. ”Mr Aroney has some concerns about intermediaries in China. He says, In a country as large as China, the greatest problem facing a manufacturer is notcanyou make t

12、he product? ” but rather Can you get your product distributed to the marketplace? ” The giving of service to customers is practically unknown in China.If you sell through an agent, the agent will wait for a customer to come in and buy; do not expect your agent to go out to sell more of the product s

13、ince the agent receives the same monthly salary whether the product is sold or not. ”According to Mr Arthur Aroney, Burns Philip s success in China has also been due to the careful selection of work under difficult conditions, surrounded by people who do not speak their language, and with a culture

14、which requires understanding.People must also understand that they are guests in the country.Once they havesigneda joint ventureagreement,thatagreement is best placed in a drawer and, hopefully, will never see the light of day. If you have to continually refer to your agreement, you do not have a su

15、ccessful operation, " says Mr Aroney.跨文化商務交際案例分析之一1. power distanceFor the Swedish mangers, they hold the more senior position, hey have the right for decision-making in the workplace, and they have the power to make the final decision.2. IndividualismIndividualism in western culture makes care

16、er choices on the basis of personal needs and goals. In the United States, individualism is valued. In this case, the IKEA initiated an American style performance review procedure, which required documenting employees' individual performance strengths and weaknesses. However, the IKEA didn '

17、 do reward the employees' individualperformance, therefore, the employees felt that their individualachievements were not always rewarded. At last, they left IKEA.2. Achieved status vs. Ascribed statusAchieved status refers to gaining status or rewards through performance. Ascribed status is abo

18、ut gaining status through other means, such as seniority. Facing with the American style performance review, the Swedish managers felt uncomfortable with the review, but they provided negative feedback. The reason why they did so is because they held the more senior position and higher status in the

19、 company, thus their decisions were accepted by employees.跨文化商務交際案例分析之二1. Doing and AchievingDoing is important. According to Mr. Arthur, General Manager of Burns Philip, he observed the correlation between cultures and tried his best to understand other cultures. When he first ventured into China,

20、he learned some very hard lessons and invested in the market.2. Thinking and knowingKnowing comes from experience. Burns Philip believed that business should engage in international marketing by investingin target markets. The foreign government offers investmentincentives which will encourage the industry leader" to entrythe country and invest, through these activities, they get first hand experience.3. Long-term and short-term orientationLong-term orientation looks into the future. Short-term orientation