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ccls_starbillyglobal_a_roleplaying_case

By Marie Alexander,2014-05-12 22:35
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ccls_starbillyglobal_a_roleplaying_case

CCLS Cross Cultural Learning Styles Workshop

    Starbilly Global The Case

    “Starbilly Global”, a tea retail company from Thailand runs, among other countries, a local retail subsidiary in Finland. Due to unforeseen circumstances the subsidiary can not fulfill the requirements foreseen in the annual financial planning and incurred a huge loss in the last financial year. The reasons for the losses are many, as are the assumptions about causes and responsibilities for the severe crisis in which the Finish subsidiary is currently seen.

    The losses incurred have drawn the attention of the Thai based headquarter to the Finish subsidiary. An urgent meeting is called by the CEO of Starbilly Global in order to resolve the problems of the local subsidiary.

    Therefore the CEO, CFO, the product manager, and HR-Manager are sent to Finland to solve the problem and bring the subsidiary back on track. A meeting with the local representatives (country manager, marketing & sales manager) come together to discuss open issues and next steps. Since the company is internationally acting their representatives all have different nationalities and cultures. This leads to diverse approaches to solve the problem.

The roles involved are:

    1. CEO

    2. CFO

    3. HR-Manager

    4. Country Manager

    5. Marketing & Sales Manager

    6. Product Manager

This case has been produced by FH JOANNEUM in Graz, Austria. It is free for use, feedback and comments can be sent to thomas.schmalzer@fh-joanneum.at or rupert.beinhauer@fh-joanneum.at Please modify as you see fit.

CCLS Cross Cultural Learning Styles Workshop

    Starbilly Global

    “Starbilly Global”, a tea retail company from Thailand runs, among other countries, a local retail subsidiary in Finland. Due to unforeseen circumstances the subsidiary can not fulfill the requirements foreseen in the annual financial planning and incurred a huge loss in the last financial year. The reasons for the losses are many, as are the assumptions about causes and responsibilities for the severe crisis in which the Finish subsidiary is currently seen.

    The losses incurred have drawn the attention of the Thai based headquarter to the Finish subsidiary. An urgent meeting is called by the CEO of Starbilly Global in order to resolve the problems of the local subsidiary.

    Therefore the CEO, CFO, the product manager, and HR-Manager are sent to Finland to solve the problem and bring the subsidiary back on track. A meeting with the local representatives (country manager, marketing & sales manager) come together to discuss open issues and next steps. Since the company is internationally acting their representatives all have different nationalities and cultures. This leads to diverse approaches to solve the problem.

The roles involved are:

    7. CEO

    8. CFO

    9. HR-Manager

    10. Country Manager

    11. Marketing & Sales Manager

    12. Product Manager

CEO (Thailand)

    The CEO has long time experience in working for Starbilly Global and spent many years in Western countries. He wants to solve the problem immediately because he/she has to be back in Thailand on thSaturday due to the 18 birthday of his/her daughter.

    Assumption why the local subsidiary is doing so badly: Bad management of the country manager

This case has been produced by FH JOANNEUM in Graz, Austria. It is free for use, feedback and comments can be sent to thomas.schmalzer@fh-joanneum.at or rupert.beinhauer@fh-joanneum.at Please modify as you see fit.

CCLS Cross Cultural Learning Styles Workshop

    Starbilly Global

    “Starbilly Global”, a tea retail company from Thailand runs, among other countries, a local retail subsidiary in Finland. Due to unforeseen circumstances the subsidiary can not fulfill the requirements foreseen in the annual financial planning and incurred a huge loss in the last financial year. The reasons for the losses are many, as are the assumptions about causes and responsibilities for the severe crisis in which the Finish subsidiary is currently seen.

    The losses incurred have drawn the attention of the Thai based headquarter to the Finish subsidiary. An urgent meeting is called by the CEO of Starbilly Global in order to resolve the problems of the local subsidiary.

    Therefore the CEO, CFO, the product manager, and HR-Manager are sent to Finland to solve the problem and bring the subsidiary back on track. A meeting with the local representatives (country manager, marketing & sales manager) come together to discuss open issues and next steps. Since the company is internationally acting their representatives all have different nationalities and cultures. This leads to diverse approaches to solve the problem.

The roles involved are:

    1 CEO

    2 CFO

    3 HR-Manager

    4 Country Manager

    5 Marketing & Sales Manager

    6 Product Manager

CFO (France)

    Being a “number cruncher” she/he is not really interested in how to proceed but at the end of the year she/he wants to see that budget forecast has been achieved. He likes good wine, therefore Finland is not really interesting (and expensive) but the job must be done.

    Assumption why the local subsidiary is doing so badly: Accounting and financial planning has been done not according to the company standards

    This case has been produced by FH JOANNEUM in Graz, Austria. It is free for use, feedback and comments can be sent to thomas.schmalzer@fh-joanneum.at or rupert.beinhauer@fh-joanneum.at Please modify as you see fit.

CCLS Cross Cultural Learning Styles Workshop

    Starbilly Global

    “Starbilly Global”, a tea retail company from Thailand runs, among other countries, a local retail subsidiary in Finland. Due to unforeseen circumstances the subsidiary can not fulfill the requirements foreseen in the annual financial planning and incurred a huge loss in the last financial year. The reasons for the losses are many, as are the assumptions about causes and responsibilities for the severe crisis in which the Finish subsidiary is currently seen.

    The losses incurred have drawn the attention of the Thai based headquarter to the Finish subsidiary. An urgent meeting is called by the CEO of Starbilly Global in order to resolve the problems of the local subsidiary.

    Therefore the CEO, CFO, the product manager, and HR-Manager are sent to Finland to solve the problem and bring the subsidiary back on track. A meeting with the local representatives (country manager, marketing & sales manager) come together to discuss open issues and next steps. Since the company is internationally acting their representatives all have different nationalities and cultures. This leads to diverse approaches to solve the problem.

The roles involved are:

    1 CEO

    2 CFO

    3 HR-Manager

    4 Country Manager

    5 Marketing & Sales Manager

    6 Product Manager

HR-Manager (Columbia)

    Most important for him/her that people feel well and secure at their work place. He / she thinks that life long learning guarantees the long time success of a company and the people enrolled. Firing employees is never a good solution and by discussing open issues problems can be resolved. Assumption why the local subsidiary is doing so badly: Miscommunication within the local subsidiary This case has been produced by FH JOANNEUM in Graz, Austria. It is free for use, feedback and comments can be sent to thomas.schmalzer@fh-joanneum.at or rupert.beinhauer@fh-joanneum.at Please modify as you see fit.

CCLS Cross Cultural Learning Styles Workshop

    Starbilly Global

    “Starbilly Global”, a tea retail company from Thailand runs, among other countries, a local retail subsidiary in Finland. Due to unforeseen circumstances the subsidiary can not fulfill the requirements foreseen in the annual financial planning and incurred a huge loss in the last financial year. The reasons for the losses are many, as are the assumptions about causes and responsibilities for the severe crisis in which the Finish subsidiary is currently seen.

    The losses incurred have drawn the attention of the Thai based headquarter to the Finish subsidiary. An urgent meeting is called by the CEO of Starbilly Global in order to resolve the problems of the local subsidiary.

    Therefore the CEO, CFO, the product manager, and HR-Manager are sent to Finland to solve the problem and bring the subsidiary back on track. A meeting with the local representatives (country manager, marketing & sales manager) come together to discuss open issues and next steps. Since the company is internationally acting their representatives all have different nationalities and cultures. This leads to diverse approaches to solve the problem.

The roles involved are:

    1 CEO

    2 CFO

    3 HR-Manager

    4 Country Manager

    5 Marketing & Sales Manager

    6 Product Manager

Country Manager (Finland)

    He / she worked for many companies in Finland. Since 1 year he / she is in charge for Starbilly .She / he thought it was a good decision to join the company because it has a pretty good image and furthermore she/ he could double her / his income during the salary negociation.

    Assumption why the local subsidiary is doing so badly: Not enough support by headquarter and general drop in demand within Finland.

This case has been produced by FH JOANNEUM in Graz, Austria. It is free for use, feedback and comments can be sent to thomas.schmalzer@fh-joanneum.at or rupert.beinhauer@fh-joanneum.at Please modify as you see fit.

CCLS Cross Cultural Learning Styles Workshop

    Starbilly Global

    “Starbilly Global”, a tea retail company from Thailand runs, among other countries, a local retail subsidiary in Finland. Due to unforeseen circumstances the subsidiary can not fulfill the requirements foreseen in the annual financial planning and incurred a huge loss in the last financial year. The reasons for the losses are many, as are the assumptions about causes and responsibilities for the severe crisis in which the Finish subsidiary is currently seen.

    The losses incurred have drawn the attention of the Thai based headquarter to the Finish subsidiary. An urgent meeting is called by the CEO of Starbilly Global in order to resolve the problems of the local subsidiary.

    Therefore the CEO, CFO, the product manager, and HR-Manager are sent to Finland to solve the problem and bring the subsidiary back on track. A meeting with the local representatives (country manager, marketing & sales manager) come together to discuss open issues and next steps. Since the company is internationally acting their representatives all have different nationalities and cultures. This leads to diverse approaches to solve the problem.

The roles involved are:

    1 CEO

    2 CFO

    3 HR-Manager

    4 Country Manager

    5 Marketing & Sales Manager

    6 Product Manager

Marketing & Sales Manager (Pakistan)

    Marketing works only via personal contacts. Meeting with important persons leads to good word-of-mouth advertising and on the long run to good sales. Every product can be sold if only the quality is well. He /she likes good food and drinks (including tea). The more marketing budget is available the better the communication to the potential costumers.

    Assumption why the local subsidiary is doing so badly: The product quality is not well enough according to what usually in Finland is perceived as good quality. Only a good product can be marketed well.

This case has been produced by FH JOANNEUM in Graz, Austria. It is free for use, feedback and comments can be sent to thomas.schmalzer@fh-joanneum.at or rupert.beinhauer@fh-joanneum.at Please modify as you see fit.

CCLS Cross Cultural Learning Styles Workshop

    Starbilly Global

    “Starbilly Global”, a tea retail company from Thailand runs, among other countries, a local retail subsidiary in Finland. Due to unforeseen circumstances the subsidiary can not fulfill the requirements foreseen in the annual financial planning and incurred a huge loss in the last financial year. The reasons for the losses are many, as are the assumptions about causes and responsibilities for the severe crisis in which the Finish subsidiary is currently seen.

    The losses incurred have drawn the attention of the Thai based headquarter to the Finish subsidiary. An urgent meeting is called by the CEO of Starbilly Global in order to resolve the problems of the local subsidiary.

    Therefore the CEO, CFO, the product manager, and HR-Manager are sent to Finland to solve the problem and bring the subsidiary back on track. A meeting with the local representatives (country manager, marketing & sales manager) come together to discuss open issues and next steps. Since the company is internationally acting their representatives all have different nationalities and cultures. This leads to diverse approaches to solve the problem.

The roles involved are:

    1 CEO

    2 CFO

    3 HR-Manager

    4 Country Manager

    5 Marketing & Sales Manager

    6 Product Manager

Product Manager (USA)

    It is her / his first job after graduating from university. Specialised in marketing and accounting she / he thinks that nothing can be done wrong. Living in a new (European) environment is hard, but knowing that after 2 years he /she can go back makes it easier to do the job.

    Assumption why the local subsidiary is doing so badly: The product is good, but the marketing is only focussing on the elite and not on a broader public as it has been communicated by the headquarter.

This case has been produced by FH JOANNEUM in Graz, Austria. It is free for use, feedback and comments can be sent to thomas.schmalzer@fh-joanneum.at or rupert.beinhauer@fh-joanneum.at Please modify as you see fit.

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