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 not “can you make the 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 since 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 which requires understanding.
“People must also understand that they are guests in the country. Once they have signed a joint venture agreement, that agreement 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 successful operation,” says Mr Aroney.
《跨文化商务交际》案例分析之一
1. power distance
For 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. Individualism
Individualism in western culture makes career 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’t do reward the employees’ individual performance, therefore, the employees felt that their individual
achievements were not always rewarded. At last, they left IKEA. 2. Achieved status vs. Ascribed status
Achieved status refers to gaining status or rewards through performance. Ascribed status is about 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 company, thus their decisions were accepted by employees.
《跨文化商务交际》案例分析之二
1. Doing and Achieving
Doing 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, he learned some very hard lessons and invested in the market. 2. Thinking and knowing
Knowing comes from experience. Burns Philip believed that business should engage in international marketing by investing in target markets. The foreign government offers investment
incentives which will encourage the industry “leader” to entry the country and invest, through these activities, they get first hand experience.
3. Long-term and short-term orientation
Long-term orientation looks into the future. Short-term orientation stresses past and present. There were difficulties when they found the joint venture, but Burns Philip negotiated with the Chinese government, in order to make the agreement be reached. Why he did so? This is because he and his company wanted to get the rewards from Chinese market. 4. Uncertainty avoidance
Different cultures will differ from each other in the avoidance of uncertain situation. United States accept uncertainty. In these cultures, people are relatively comfortable with ambiguity. In this case, Burns Philip and his company knew that the risks could be high, but in order to be successful and get the rewards, they encourage the industry “leader” to enter the country and invest.
案例分析范文
