管理学课后案例分析参考答案(117章) 百度文库

Answers to International Case Questions (Chapter 1-17)Chapter 1 McDonalds: Serving Fast Food around the World (p.29)1. The biggest opportunity, which was realized, was to open the mass market fast-food business. Kroc did this through a balanced expansion of owned and franchise operations while maintaining quality control and not outstripping requirements for additional capital. He could have chosen to own all of the outlets or to restrict operations to certain regions. The threats were and still are alternate foods and alternate stores.2. McDonalds was not without luck. At the time they expanded into Europe, American goods and styles were in fashion. In addition, McDonalds maintained rigid quality and cost control. For example, while they were trying to develop a potato strain that could be grown in Europe they imported all of the potatoes from their suppliers in the U.S. This maintained their reputation for the “best fries,” one of the selling points for McDonalds. The cultural differences between Asia and Europe are considerable and the trick was to find the commonalty between the two and the U.S. In Japan, for instance, heavy pre-opening advertising and large-scale locations, combined with contributions to the local community (similar to Toyota public relations in Asia and the U.S.), as well as inclusion of local specialties successfully launched McDonalds name and products in Asia.3. The basic philosophy is expressed in the case: QSC&V. When he was alive, Ray Kroc personally visited locations and inspected the outside premises, inside food preparation areas and personnel. This set a tone for the corporation at the top. Its success is measured by the fact that you can get a Big Mac almost anywhere in the world.4. McDonalds is expanding its menu in order to meet competition. It has expanded into competitors areas such as chicken and Mexican foods and in some European locations offers wine with meals. In the U.S., new low-carbohydrate diets emulate the Atkins model while low-fat menus were developed to appeal to that phase of American eating habits.5. Planning and attention to detail, combined with a thorough understanding of the local customs, have all contributed to McDonalds success. The opening of McDonalds in Moscow in 1990 illustrates some of the factors in operation:It offered products not available elsewhere in a setting that was both interesting and conducive to a gathering of friends and family.The initial Canadian managers paid attention to training and the details of a fast-food operation before opening the restaurant. The cleanliness and sharp appearance were essential.The company engaged one of the few U.S. attorneys licensed to practice law in Russia to draw up the absolutely necessary contracts and agreements. The attorney, an Afro-American, was also a Don at Oxford at the time of opening.They located in a city where consumers had a huge pent-up demand and sufficient disposable income to act on it.Chapter 2 Spirituality in the Workplace (p.51)1.Relating to, consisting of, or affecting the spirit; concerned with religious values; concerned with the soul; of, from, or pertaining to God.2.A code of ethics is often the outcome of spirituality.3.Recent scandals such as Parmalat, WorldCom, Adelphia, Enron and Global Crossing point out the need for better ethical standards and corporate governance as a fiduciary responsibility.4.Against: If the business of business is business, then spirituality has no place. For: Since spirituality is part of the ecology in which businesses operate, it would be remiss not to take it into account.Chapter 3 Starbucks Quality Plus Social Conscious Sells Around the World (p.74)1. It created a friendly environment and initially provided “specialty” coffee drinks and a place to access the Internet. 2. Standardization and theme.3. It is doing that through expanding its non-coffee drinks and snack selections. 4. The challenges are already here, which requires reorganization and regrouping, as illustrated in the press release above. Chapter 4 Developing Verifiable Goals (p.109)1.A division manager can develop verifiable goals, as illustrated in the case. The problem here is that the division head does not know if these are the same goals that the president would have for the division. It is always a good idea to test reality by closing the loop with the boss.2.The division manager seems to have been swept away by the lecture. Even though he has articulated some objectives, we do not know if they were attainable. Clearly, the subordinates have to be given guidelines and premises. The resources of capital and manpower are always limited and to prioritize them takes a lot of skill and participation, something not apparent in the case.Chapter 5 The Road Ahead for Shanghai Volkswagen (p.127)1. The real answer to this question is not portrayed in the case. It is implied, however, as being due to careful steps and slowly building a controlled quality operation. Since the automobile industry was a protected one, forming a joint venture in China was the first important step. Shutting out the competition is probably grounded in the sophisticated politics of the joint venture, reinforcing the interests of China and Volkswagen. However, the industry is now in an expansion phase and transitioning from decentralized small manufacturers to large, integrated ones. VW was insightful to be up and running at the right time. An excellent reference for the automobile industry in China is China Car Times. 2. Now approaching production of 1.6 million cars, Volkswagens share of the current 7.2 million cars and commercial vehicles produced in China in 2006 represents 22% of the market. Honda closed a joint venture with Dongfeng Motor Corp in late 2003 for initial production of 30,000 units annually. It has since grown substantially and currently Honda has a total annual capacity of 480,000 units in China: Dongfeng Honda, where Honda CR-V and Honda Civic are made, has total capacity of 120,000 units and Guangzhou Honda, where Honda Accord, Fit are made, has a total capacity of 360,000 units. As the competition increases, prices will fall and demand will rise. 3. If it is truly a joint venture, then the risk was minimized. The technology is available worldwide by hiring the right experienced people.Chapter 6. Carrefour-Which Way to Go? (p.145)1. His target markets are already identified and his new concept stores are successful. The powerful image of Carrefours is his most important asset. 2. Copying Wal-Marts strategy would imitate, not distinguish, and probably work against his progress to date.3. By focusing on choice, innovation, freshness, and own label as well as maintaining local price leadership. 4. The characteristics of people in a shared place and time are largely dependent on generational influences and vary according to the country and its socio-economic environment. The eating and buying habits of each country are available through government agencies such as the U.S. Department of Agriculture, Department of Commerce and research groups such as A. C. Nielsen, which track consumer spending patterns.Chapter 7 Reengineering the business process at Procter & Gamble (p.182)1. Since the restructuring involved changes in authorities and responsibilities of specific personnel, the human system and policies had to be covered. 2. If they did not become product line (group) managers, they were probably disgruntled, unless there were compensating factors such as increase in pay, visibility or opportunity for advancement. 3. A restructuring such as P&Gs has to come from the top, with active participation and approval by the Board of Directors, the CEO and COO. It impacts too many people and redeploys assets at too high a cost to be otherwise. However, since organizational changes naturally create uncertainty, and uncertainty in turn produces anxiety, both can be eased through careful definition of the new structure and solicitation of input from the bottom up. Chapter 8 The restructuring of Daimler Benz (p.199)1. The performance is reflected in the stock price of the company, which had fallen drastically when compared to competitors such as BMW and Renault. The aerospace buy-in was done at a time when there was obvious over capacity in the industry and when the giants such as Boeing and Airbus were struggling to maintain market share. 2. The problem in this particular case is that the potential targeted companies such as Chrysler and Mitsubishi were in trouble before the merger or acquisition. One might question the wisdom of going ahead with an acquisition or merger, but once there, executing a turnaround plan calls for very close controls rather than autonomous operations. 3. To answer this question, one needs to examine the background and psychological makeup of the principal drivers such as Schrempp. It cant be done on leveraging the acquired companys earnings. Daimler has now reduced its stake in EADS by a third and Schrempp has been replaced. 4. Hes gone and Zetsche has increased EBIT from .873 million in 2005 to 8.710 in 2007.Chapter 9 Fords European Organization Changes Strategy (p.212)1. There are great advantages in commonality as distinct from centralization or de-centralization in the automotive business. Modern technology has enabled designers and engineers to collaborate across borders as designs are discussed and approved in joint international conferences, and overnight transmissions of data and details to working groups at Ford. However, local tastes prevail both the United States and in other areas of the world. The cars that sell well in the Midwest may not be the cars of choice in Southern California and the peculiarities of the London market are distinct from those in Hamburg. The significant cost of an automobile assembly line mandates some centralization of production facilities, but the dealer networks and service centers argue for regional de-centralized territories. 2. The rationale was to reduce costs, but the execution didnt work. 3. The vision was to rely on technology to bring about a new way of making and selling cars, but the infrastructure was not in place to sustain that vision. Ford allowed its costs to get out of control by focusing on the Internet instead of building good cars and trucks. Ford is re-centralizing to improve quality and reduce the costs of new products. 4. The Premier Automotive Group was founded in part to help save Ford Motor by focusing on the cars with the highest margins. However, relocation costs to Irvine, California, and product problems contributed to significant losses and in 2008, Mulally reached definitive agreement with Tata Motors of India to sell the Jaguar Land Rover segments for $2.3 billion, substantially less than Ford had paid for the brands under Nasser.5. Ford is competing well in Europe, with new Mondeo and Kuga models, but trails GM in China. By concentrating on the Ford marque and reducing capacity in the U.S., Mulally is bringing new potential to the company and hopes that its new campaign Ford. Drive One! Can return customers to the showrooms and experience the improvements firsthand.Chapter 10 Restructuring at Koreas Daewoo (p.227)1. Obviously the divisions got out of control and were not contributing to the welfare of the parent company. The advantages are motivation and flexibility to meet customer demands. 2. The companys reputation is so damaged, it is uncertain whether it can be competitive without government support. 3. Kim should respond by holding the managers responsible for making a profit. The controllable factors are providing a common sense of purpose and direction. The uncontrollable factors are economic conditions and competition. 4. The Commission of European Communities in its declaration did not view GMs acquisition of Daewoos automotive assets as a competitive threat. The success depends on how GM develops the dealer networks and which models are carried forward. GM has rebadged its cars and dropped the Daewoo marque. 5. Ford was struggling with its turnaround plan and GM acquired only parts of the company that it wanted. 6. It is difficult to say if the automotive successor company will grow, in light of the competition and other problems at GM.Chapter 11 Trials and Challenges for Mr. Barrett at Intel (p.266)1. Barrett is presently Chairman of the Board. He was replaced by Paul Otellini as CEO in 2005 and Otellini is presently running the organization, competing with AMD and focusing on 45nm technology, while expanding into WiMax and cellular products. The semiconductor industry is known for its roller coaster pattern in bill-to-book ratios. 2. Frequent reorganizations create uncertainty and anxiety. Some of the reorganizing was in the interest of cost-cutting and improving margins and it continues into the present. 3. All capital investments in the microprocessor lines are most substantial. They have risen from $100 million in 1985 to $2.0 billion today for a complete manufacturing facility. In high technology, one must focus on preparing now for the distant future, especially with research and development expenditures and capital expenditures, in order to remain competitive. The investments are so large that their return has to be calculated in years in the future.Chapter 12.Woman CEO Manages by the Textbook (p.286)1. We know from the results, especially turning around a company, that she must have been a strong, analytical leader. In turning a company around, one has to be very convincing to many constituencies and have a clear idea about what needs to be done. Her career path was grounded in high-tech and multinational companies. 2. One can surmise that the problems that women encounter in the U.S. are compounded in Italy. 3. It depends on what is meant by “managing by the textbook.” We understand that managements underlying principles and theory are universal, but many managers want to think that they are the ones with “something special,” implying that it cant be taught and must be learned “the hard way.” Experience is, of course, very valuable, but it can be enhanced with a good understanding of the theory involved.Chapter 13 Jack Welch leading organizational change at GE(p.305)1. This is really a case specific question because of the massive layoffs of over 100,000 employees. Some authors focus on the social consequences of restructuring and others detail the innovations and self-actualization processes that Welch initiated and which led to the rise of GE in corporate value.2. Personal feelings vary, but identifying issues and alternatives are universal. 3. To enhance a companys corporate image and to become visible in order to benefit shareholder value. 4. Welch made sure that GEs value system was published and disseminated through the ranks. Values are difficult to appraise in performance, but since they were well known, some standard criteria were probably developed to measure both results and attitudes. 5. Stretch objectives do make executives push, whether it is to exceed forecast or increase the rewards. They exist in all dynamic, growing companies, whether or not they are identified as such. 6. Since rigorous succession planning was one of the key elements of Welchs tenure, it would imply ranking as a matter of course. As long as everyone knows the ground rules, ranking should be accepted as a practice, even if the specific results are questioned. The second part of the case question raises the issues of what makes one division “far superior?” It might be due to proprietary technology or other market factors, rather than the management team. 7. The reorganization, which included divestitures as well as acquisitions, was dramatic. If the criterion is shareholder value, there is no question that the objective was achieved. If the criterion departs from that measure to include economic impact and social or ethical considerations, then the answer is arguable. Chapter 14 Managing the Hewlett-Packard way: will it continue? (p.342)1. Much of the old HP spirit has been restored by Mr. Hurd. 2. The old managerial style was a direct reflection of the personalities of Hewlett and Packard. You would need similar managerial profiles for it to work elsewhere. 3. Ms Fiorina was not successful at HP and was removed after conflict with HP heirs.Chapter 15 Profiles of two visionaries: Bill Gates and Steve Jobs (p.365)1. Both leaders brought their companies up from nothing to be leaders in the field. Microsoft dominates in PCs with over 90% of their operating systems market share and Jobs was responsible for the introduction of the iPod and iPhone, as well as for new models of its Mac Book (Mac Book Air) and graphics desktops. Their styles were charismatic, which was what was needed in the beginning. And Jobs vision restored Apple after Scullys disappointing tenure as CEO. Gates style was probably more directed to crushing competitors while Jobs was focused on hardware and innovations like the iTunes and iPod. Both were known for their excessive confidence, bordering on egomania and Jobs was known for his denigration of subordinates, which has moderated since his return. Gates has left Microsoft operations to Ballmer in order to devote more time to his Foundation. 2. Jobs was described in Inc Magazine as being one of the most aggressive egotists in Silicon Valley, while the Justice Department pictured Gates as a monopolistic competitor. Gates had the good sense to back himself with good managers. Jobs got a CEO from PepsiCo who did not make the transition, and had to retake the reins of the company. 3. Microsoft OS dominates, while Macintosh OS is a favorite with graphics intensive applications. Both have competitors around the corner, such as Linux, which is gaining on Microsoft at the server level as well as Google with its on line free applications. The question is alternately framed by asking: what is the future of Information Technology and how will it change the way we do things? Chapter 16 To merge or not to merge: that is the question for HP, Compaq, and CEO Fiorina (p.381)1. The pros for the merger centered around consolidation of product lines, which had an 80% overlap in the PC market, reduction of common costs and stronger presence in the services business. The cons brought in the efficiencies of competitor Dell, which had managed to increase its share with no inventory hangover while Compaq had months of unsold machines at the time of the deal, and questioning the wisdom of competing in the PC market. There were also doubts about the strength and profitability of the services part of Compaq joined with HP. 2. The personal risk was her job as head of HP. She lost. 3. The vote was a narrow victory of 51%, with rumors of reciprocal influence with institutional investors and overcoming a court challenge by heirs of the founders. 4. Potentially cutting 15,000 jobs does not endear a CEO with the workers. In addition, she referred to the “new HP which by inference devalued the legacy of the HP Way and its past supporters. 5. Compaqs head was appointed president of HP, but he left after six months to rescue MCI and take it out of the WorldCom bankruptcy. This would indicate unrest, if not a lack of confidence. She has also reworked her “Invent” slogan to incorporate cost factors and reorganized several departments more than once. The turmoil was terminal and she was replaced by an experienced CEO who turned the company around.Chapter 17 Could the challenger accident have been avoided (p.402)1. The principal lesson