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business
understanding cross cultural management

Questions and Answers of Understanding Cross Cultural Management

What market research material and social media techniques would be required to help the decision making with respect to ‘sweating the assets’?
What would a SWOT analysis and a close look at segmentation of Dance-a-Boogie’s target market tell the team?
illustrate how to use a range of techniques in order to identify strategic options for the business.1 What analysis techniques would you use and why?
understand what is meant by and what is the basis for building a business’s success (competitive advantage);
introduce a range of analysis techniques to review the business and its environment;
What tools would you use to try and analyse the problems the business is facing? What is your rationale?
Does Delphi Fashions need more than help on building a marketing plan? What other areas of the business need looking at?
Are these the right objectives to build the marketing plan? What would you do differently?
What the source of competitive advantage might be for the business and thus the added value or potential for added value for the customers and indeed for the business itself.Only an outsider can
What the entrepreneurial invention element of the business looks like. Even in an established business there should be some uniqueness in the response.
What the basic offer looks like, in response to these needs or behaviours.
What are the relevant customer needs or behaviours?
Why did you not know about the business they were running? Because no research had been done in advance
Why did you not know this before the call? Because I did not know about the business they were running.
Why did the product not address any needs they had? Because it was too complex for their business
Why was the product not right for them? Because it did not address any needs they had.
Why did the customer not buy? Because the product did not seem right for them.
Why? Because the customer did not buy.
understand the levels of client–consultant interaction depending on the type of consulting project undertaken?
use the principles from the Six Sigma DMAIC and/or DMADV processes;
develop and write a Project Charter;
be able to identify the core competences, strategic resources and intrinsic culture of the organisation;
be able to articulate the aim, objectives and outcomes in a convincing and influential way;
be able to define an effective aim, objectives and outcomes for the project;
understand the distinction between the aim, objectives and outcomes of the consulting project;
understand how a problem may be defined to make it amenable to resolution;
recognise the rational, cognitive and political dimensions of a business problem;
Prepare a proposal on how you might help them as a consultant.
Based on the evidence above, what other issues do you think SMS faces and what other help/type of consulting project might you suggest?
How else might SM Scanning have gone about finding markets for their services?
You have decided to set up a company with some of your fellow students that will offer consulting services to local businesses who rely on the student trade. Go through the selling process described
Compare the consulting selling process to that of selling a product. What are the similarities and what are the differences?
learn how the proposal may be articulated in order to have an impact and to influence the recipient.
recognise the key elements of the project proposal;
understand the selling process of a consulting project;
appreciate the skills effective management consultants bring to the job;
Thinking about the brief to the three consultancies, discuss what other options Arnott could have pursued.Prepare an initial proposal – what questions would you ask Arnott?
Was Arnott right to bring in consultants for this project, what else might he have considered?
Has the consulting team satisfactorily answered the key question of the risks posed to the industry by UK withdrawal from the EU?
How could the consultants have gained the confidence of the landing companies so that the findings might be seen as more of an opportunity than a threat?
What are the practical next steps that should be taken as a result of the consulting team’s findings?
understand how the consultant–client relationship can best be managed.What value can the right consultant deliver to an international firm that the company’s own management could not provide for
understand how consultant expertise can add value;
have an awareness of the specific areas where consultant input will benefit the company;
appreciate the additional challenges and complexities implied by operating internationally both for the client and the consultant;
Choose one of what you believe to be the highest priorities and consider the stages you might go through using the consulting process outlined above.
Consider what questions you would ask Lucy to try to understand what are WPAF’s greatest priorities, as you cannot solve everything at once. Which do you see as WPAF’s most pressing problem?
From the long list of problems above, consider some of the consulting projects that might help the organisation. Hint – which are strategic, which are operational and which are ‘people issues’?
Most consulting teams differentiate individual roles within the team. In this way they get the best out of a team effort. The exact profile of roles varies. Often the following roles make an
discussed the mechanisms by which consultants can create value for their clients.In summary, these were:Each member of the team should select one of the project types listed in this chapter.Using the
Chapter
How can the consultant’s service help the business overcome this block?
What prevents the business capitalising on the opportunity or dealing with the issues?
What are the major opportunities and issues the business faces?
Will I get the required return on my investment when I come to exit (sell) in the required timeframe (typically five years)?
In particular are the forecasts for sales and profits given by the new team realistic?
Is the business plan put forward by the proposed new management team credible in light of the above?
What is the competitive arena in which the company finds itself and how is this likely to change?
What is the market situation for this company, i.e. what are the growth prospects?
How can the customers’ interest be stimulated through promotion?
In what ways can customers be informed that the product is available?
How might they be approached?
Who might be the partners in the distribution process?
What channels are available for getting the product to the customer?
What price are customers expecting or willing to pay?
In what way are competitors failing to provide these products?
What products do customers want from a sector’s producers?
understand how the challenges of each stage may be approached to ensure the success of the consulting project.
appreciate the management issues that each of these stages presents to the consultant;
recognise the sequence of activities that characterise the typical consulting project;
appreciate the ways in which those projects add value;
recognise the types of projects consultants are called upon to undertake within the business environment;
If you had been hired as a consultant by Dirk Schuyster, how would you have gone about giving him advice on his operation?
Could they have been avoided – and if so, how?
How many of the common causes of business failure can you identify in the Go Global case?
Consider the way in which your team is adding value for your client based on the platforms for value addition discussed above
How might specialisation of roles within the consulting team influence the way in which it might add value for the client?
How might the client/employer’s expectations of how they add value differ?
Do the external and the internal consultant add value in different ways?
understand the things a consultant can offer a client business by way of value-creating support.
explore why businesses fail and need a consultant;
recognise the ways in which a consultant can add value for a client business;
understand what motivates a business manager to bring in a consultant;
recognise the responsibilities of the consultant;
appreciate the nature of the client–consultant role relationship;
understand the nature of management consulting as a managerial role;
appreciate the history, structure and dynamics of the global consulting industry;
What leadership qualities will leaders of the future need to navigate the complex circumstances going forward, and which qualities will they need to instil in their organisations, especially in the
What is the role of employees in achieving these quality based improvements?
5 How much can Toyota influence its suppliers to engage in continuous improvement and how would you negotiate this? How does Toyota benefit from such initiatives?
4 business, in production, employee engagement, customer satisfaction, usually in great detail. Is it possible to do too much such measurement, and how would you judge how and what to measure? How
3 Toyota measures very many things to do with its
2 Given that Toyota has led much of the world in its success in implementing these approaches to 'build quality in' to its processes and products, why do you think that almost all other companies
1 How does an intensive and company-wide approach to quality management lead to improved business results?
2 If you were the consultant, what types of information systems would you recommend for SunBright? Explain your reasons. James Cowart started making and selling outdoor furniture in 1984. He built up
3 Contact the Centre for Media Education and tell them you suspect Butter Crisp intends to use the website to conduct marketing research. The centre might be able to apply pressure that would make it
2 Begin talking with other managers and try to build a coalition in support of some stricter controls, such as requiring parental permission to enter areas of the site that offer crisp cash in
1 Stop worrying about it. There's nothing illegal about what Butter Crisp is proposing to do, and any personal information gathered will be closely guarded by the company. Children can't be harmed in
As a manager in the future, how will you keep up to date with what technologies are worthy of consideration and implementation and how will stakeholders' expectations be best taken into account?
How can managers make and implement good decisions about new technology, while guarding against risks? What knowledge, data and tools will be needed to achieve best outcomes? We are already seeing

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