Coca Cola Wars Case Study Ethics

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LP6.2 Assignment: Case Study Analysis – Ethics

Directions: The purpose of this assignment is to analyze business ethics. The subject of this project will be directly related to ethical decision making and industry competition. You will prepare a case study analysis, at least 1000 words in length, not including the title page and reference page. You will analyze Case 11. A Sting in the Cola Wars: A Case Study in Ethics and Industrial Espionage. Your case study analysis will be graded according to the Case Study Analysis Grading Rubric. Go to the Case Study Analysis Grading Rubric for a detailed list of requirements of this assignment. I need this to be 100% original work and not plagiarized at all.

What is the nature of the effects of the factors studied in this experiment?

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The experiment data in below table was to evaluate the effects of three variables on invoice errors for a company. Invoice errors had been a major contributor to lengthening the time that customers took to pay their invoices and increasing the accounts receivables for a major chemical company. It was conjectured that the errors might be due to the size of the customer (larger customers have more complex orders), the customer location (foreign orders are more complicated), and the type of product.

A subset of the data is summarized in the ATTACHED TABLE

 

Use the data in table attached and answer the following questions in the space provided below:

 

  1. What is the nature of the       effects of the factors studied in this experiment?
  2. What strategy would you use to       reduce invoice errors, given the results of this experiment?
    StrayerLogoHoriz_RGB MAT 510 – Homework Assignment

     

     

     

    The experiment data in below table was to evaluate the effects of three variables on invoice errors for a company. Invoice errors had been a major contributor to lengthening the time that customers took to pay their invoices and increasing the accounts receivables for a major chemical company. It was conjectured that the errors might be due to the size of the customer (larger customers have more complex orders), the customer location (foreign orders are more complicated), and the type of product. A subset of the data is summarized in the following Table.

     

    Table: Invoice Experiment Error

    Customer Size Customer Location Product Type Number of Errors
    – – – 15
    + – – 18
    – + – 6
    + + – 2
    – – + 19
    + – + 23
    – + + 16
    + + + 21

    Customer Size: Small (-), Large (+)

    Customer Location: Foreign (-), Domestic (+)

    Product Type: Commodity (-), Specialty (=)

     

    Reference: Moen, Nolan, and Provost (R. D. Moen, T. W. Nolan and L. P. Provost. Improving Quality through Planned Experimentation. New York: McGraw-Hill, 1991)

     

    Use the date in table above and answer the following questions in the space provided below:

    1. What is the nature of the effects of the factors studied in this experiment?

     

     

     

     

    Regression Model

    Y=30 + 1×1 – 3.75×2 +4.75 x3 – 0.75x1x2 + 1.25 x1x3 + 2.5x2x3 + 1x1x2x3

     

    Customer size has small effect on invoice errors. Product types has the biggest effect on invoice errors. Large, specialty invoices creates the largest invoice errors.

     

    2. What strategy would you use to reduce invoice errors, given the results of this experiment?

    To reduce invoice errors, orders will be divided into different batches based on the level of product type specialty and size of customer. Invoices based on specialty and then by location followed by location should help reduce invoices errors. This may increase paper work but it will help reduce the error by itemizing based on product type instead of customers alone.

     

     

    b0 =30

    b1=1

    b2=-3.75

    b3=4.75

    b4=-0.75

    b5 =1.25

    b6=2.5

    b7=1

    Regression Coefficients

    RunCustomer Size (x1)Customer Location (x2)Product Type (x3)x1 x2x1x3x2x3x1x2x3No. of ErrorsAverage RR

    1Small (-)Foreign (-)Commodity (-)+++-1515

    2Large (+)Foreign (-)Commodity (-)–++1818

    3Small (-)Domestic (+)Commodity (-)-+-+66

    4Large (+)Domestic (+)Commodity (-)+—22

    5Small (-)Foreign (-) Specialty (+)+–+1919

    6Large (+)Foreign (-)Specialty (+)-+–2323

    7Small (-)Domestic (+)Specialty (+)–+-1616

    8Large (+)Domestic (+)Specialty (+)++++2121

    Customer Size (x1)

    Customer Location (x2)

    Product Type (x3)

    x1 x2

    x1x3

    x2x3

    x1x2x3

    sum+

    64

    45

    79

    57

    65

    70

    64

    sum-

    56

    75

    41

    63

    55

    50

    56

    ave +

    16

    11.25

    19.75

    14.25

    16.25

    17.5

    16

    ave-

    14

    18.75

    10.25

    15.75

    13.75

    12.5

    14

    effect

    2

    -7.5

    9.5

    -1.5

    2.5

    5

    2

    Foreign (-)Domestic (+)Foreign (-)Domestic (+)

    Small (-)156Small (-)1916

    Large (+)182Large (+)2321

    Mild InteractionNo interaction

    Antagonistic interaction

    Smaller effect

    SPECIALTY (+)COMMODITY (-)

    02468101214161820Small (-)Large (+)response rate

    DomesticForeign

    0510152025Small (-)Large (+)response rate

    DomesticForeign

    Commodity (-)Specialty (+)Commodity (-)Specialty (+)

    Small (-)1519Small (-)616

    Large (+)1823Large (+)221

    No interactionMild interaction

    Antagonistic interaction

    Smaller effect

    FOREIGN (-)DOMESTIC (+)

    0510152025Small (-)Large (+)response rate

    SpecialtyCommodity

    0510152025Small (-)Large (+)response rate

    CommoditySpecialty

    Commodity (-)Specialty (+)Commodity (-)Specialty (+)

    Foreign (-)1519Foreign (-)1823

    Domestic (+)616Domestic (+)221

    Mild interactionMild Interaction

    Antagonisic interactionAnatagonistic interaction

    Smaller effectSmaller effect

    LARGE (+)SMALL (-)

    02468101214161820Foreign (-)Domestic (+)response rate

    CommoditySpecialty

    0510152025Foreign (-)Domestic (+)response rate

    CommditySpecialty

Create the following tools to evaluate your crisis management plan:

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Review both the scenarios below and develop a crisis management plan for each scenario that complies with organisational, ethical and legal requirements

  1. In 2009/2010, due to faulty accelerators of their brand of vehicle, Toyota had to recall nine million vehicles.
  2. In 2015, a sandwich shop owner In Marrickville, offered free sandwiches via a Facebook page for members of a closed group only. The deal was reported by a widely read food blog as one open to all Sydneysiders.

 

Your plan should include:
a. Activation guidelines(2 marks)
b. Action plans (actions, time frames, responsible people)(2 marks)

c. Pre-approved communications strategy and messages (2 marks)

d. Contact information of all relevant personal both internal (2 marks)

and external
e. Resources required (2 marks)

 

2. In addition to developing the plan in the question above, describe how you might distribute and also implement the plan

(5 marks for distribute and 5 marks for implementation) max 10 marks 

 

3. Create the following tools to evaluate your crisis management plan:

a. define evaluative questions (5 marks)
b. use a scale rating to rate evaluative statements.  (5 marks) 

4.Define what would you change for next time?  (10 marks) 

Explain how erroneous journal vouchers may lead to litigation and significant financial losses for a firm.

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1. Explain how erroneous journal vouchers may lead to litigation and significant financial losses for a firm.

2.

Introduction
Effective managerial behavior is a function of the specific culture. In this activity, you will become familiar with some aspects of Polish culture and how this culture can affect a managerial decision.

Initial Post Instructions
For your initial post, read in Chapter 5 of your textbook, International Spotlight: Poland, on page 180. Then, answer the question

1. If you were a consultant for Tesco, how would you advise Tesco to deal with the new tax? Use the concepts from Chapter 5 and your news article to support your answer.

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Chapter 5

Managing across Cultures

 

 

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Learning Objectives

• Examine the strategic dispositions that characterize responses to different cultures

• Discuss cross-cultural differences and similarities

• Review cultural differences in select countries and regions, and note some of the important strategic guidelines for doing business in each

 

 

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Strategic Predispositions

• Firm allows values and interests of the parent company to guide strategic decisions

Ethnocentric

• Company makes strategic decisions tailored to suit the cultures of the countries where the MNC operates

Polycentric

• Firm blends its own interests with those of its subsidiaries on a regional basis

Regiocentric

• Company integrates a global systems approach to decision making

Geocentric

 

 

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Table 5.1 – Orientation of an MNC under Different Profiles

 

 

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Globalization Imperative

• Belief that one worldwide approach to doing business is key to efficiency and effectiveness

• Effective multinational companies (MNCs) should make efforts to address local needs

– Regional strategies can be used effectively to capture and maintain worldwide market niches

 

 

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Need for Unique Strategies for Different Cultures

• Diversity of worldwide industry standards

• Continual demand by local customers for differentiated and locally-sourced products

• Difficulty of managing global organizations

• Local units should be allowed to use their own abilities and talents unconstrained by headquarters

 

 

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Delivery of Marketing Message

Nationality Nature of advertising

Germans • Factual and rational • Spots feature a standard family of two parents, two children, and

grandmother

French • Avoidance of reasoning or logic • Emotional, dramatic, and symbolic • Spots are viewed as cultural events and reviewed as if they were

literature or films

British • Laughter is valued • Typical broad, self-deprecating commercial mocks both the

advertiser and consumer

 

 

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Challenges Faced by MNCs

• Staying abreast of local market conditions and not assuming that all markets are same

• Knowing the strengths and weaknesses of its subsidiaries and assisting them in addressing local demands

• Giving more autonomy to the subsidiary

 

 

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Barriers to Cross-Cultural Management

• Tendency to view the world through one’s own eyes and perspectives

Parochialism

• Process of exhibiting the same orientation toward different cultural groups

Simplification

 

 

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Table 5.2 – Six Basic Cultural Variations

 

 

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Cross-Cultural Similarities

• Russia and U.S.

– Traditional management, communication, human resources, and networking activities

– Organizational behavior modification interventions

 

 

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Cross-Cultural Similarities (continued)

• Korea and U.S.

– Organizational commitment relates to employees’ position in the hierarchy, tenure in their current position, and age

– Commitment increases with positive perceptions of organizational climate

 

 

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Cross-Cultural Differences

Examples Human resource management differences

Mexico • Concept of an hourly wage plays a minor role

Austria and Brazil • Employees with one year of service are automatically given 30 days of paid vacation

Some jurisdictions in Canada

• Legislated pay equity between male- and female- intensive jobs

Japan • Compensation levels are determined by age, length of service, and educational background

United Kingdom • Employees are allowed up to 40 weeks of maternity leave, and employers must provide a government- mandated amount of pay for 18 of those weeks

Majority of large Swedish companies

• Head of human resources is on the board of directors

 

 

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Approaches for Formulating Effective Compensation Strategies in Different Clusters

Examples Strategies

Pacific Rim countries • Incentive plans should be group-based

Japan, Hong Kong, Malaysia, the Philippines, and Singapore

• High salaries should be paid to senior-level managers

Italy and Belgium • Higher salaries should be paid to local senior- level managers

Portugal and Greece • Profit-sharing plans are effective

Denmark, the Netherlands, and Germany

• Personal-incentive plans are useful

Great Britain, Ireland, and the United States

• Compensation plans should provide opportunity for earnings, recognition, advancement, and challenge

 

 

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GLOBE Project

• Provides an extensive breakdown of:

– How managers behave

– How different cultures can affect the perspectives of managers

 

 

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Business in China

• Primary criterion – Technical competence

• Value is placed on punctuality, patience, guanxi networking, and reciprocity

– Guanxi: Good connections

 

 

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Business in Russia

• Building personal relationships with partners is important

• Working with local consultants can be valuable

• Gift-giving is considered ethical when engaging in business transactions

 

 

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Business in India

• India has become a desirable market because of unsaturated consumer markets with cheap labor and production locations

• Bureaucratic restrictions have been lifted to attract foreign investment and raise economic growth rate

 

 

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Business in France

• Social interactions are affected by class stereotypes

• French organizations tend to be highly centralized and have rigid structures

• Management is autocratic in nature

 

 

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Business in Brazil

• Brazilian businesspeople tend to have a relaxed work ethic

• Face-to-face interaction is preferred

• Patience is key when managing business

 

 

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Business in Arab Countries

• Arab businesspeople:

– Follow a fatalistic approach to time

– Tend to attach a great deal of importance to status and rank

• Business-related discussions may not occur until the third or fourth meeting

 

 

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Review and Discuss

1. Define the four basic predispositions MNCs have toward their international operations

2. If a locally based manufacturing firm with sales of $350 million decided to enter the EU market by setting up operations in France, which orientation would be the most effective: ethnocentric, polycentric, regiocentric, or geocentric? Why?

– Explain your choice

 

 

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Review and Discuss (continued 1)

3. In what ways are parochialism and simplification barriers to effective cross- cultural management?

– Give an example for each case

 

 

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Review and Discuss (continued 2)

4. Many MNCs would like to do business overseas in the same way that they do business domestically

– Do research findings show that any approaches that work well in the U.S. also work well in other cultures?

• If so, identify and describe two