International Business Case Studies Reflection - Essay Example

?International Business Case Studies Assignment A case study is an involving task which is based on several factors that affect a business. All thesefactors should be considered in ensuring that businesses perform as expected (Goddard, 2006:16). For example, Nestle is a firm that is hell-bent on innovation and renovation (Babbie, 2010:21). The business has been making positive changes in ensuring the customers are satisfied with its products and services. For example, Nestle has to keep making positive changes in enhancing the services that are offered to the customers (Rugman, Collinson and Hodgetts, 2006:21). With such manoeuvres, it is more likely to attract many more customers in the market. However, a stagnant business that rarely makes changes in the management, service delivery and customer care will rarely make positive growth. In counter reactions to such situations, Nestle employs the “four pillar“solution. This includes innovations and renovations, operational efficiency, consumer communications and delivery of goods. The case study was practically knowledgeable as it shed light on the following activities in a business. The first approach in case study on Nestle was directed at observing the current operational excellence and evaluate its effects on the business (Jackson, 2008:11). The management is concerned about all activities that are in the business and how they are conducted. This will give the people in control information on all the activities of the business and how each of the activities is affecting the business (Hitt, Duane and Hoskisson, 2012: 43). For example, the company is not interested in the short term profits that could jeopardise the firm’s performance in the long run (Chopra, 2009:12). This is a serious problem that could jeopardize the performance of the business (Moran, Braaten and Walsh, 2013:16). Since this is the initial stage, the manager should keenly watch the processes of supplying products and time taken before the products are dispatched to the market. In ensuring there is concrete observation of all the activities that are taking place, a manager should conduct a personal observation on all these activities (Rubin and Babbie, 2010:19). This will give first hand information. In such a manoeuvre, the manager will have unbiased information on the activities that are taking place in the business (Samii, 2004:12). In strengthening the information that is collected, the manager should then embark on collecting information from the line managers. This includes horizontal ad vertical line managers in the firm (Paul, 2011:21). This is by collecting information from the people that work in the stated departments in Nestle. Gathering such information will give concrete information that is reliable. After the observations, the manager should then try to analyze the situation. This is a situation that is affecting the supply of products and services and must have a negative impact to the business (Saunders, 2003:18). First, it is a setback to the businesses since the market will be affected in the long run (Dolley, 2011: 20). Secondly, the Nestle firm is to make a positive impact in the market. However, when the short term goals are vitalized, the company will not meet its long term goals. In such a case, the business is at a risk of losing some of its customers. After analysis the situation, a manager should look at the causative factors (Marschan-Piekkari and Welch, 2011:11). This includes focusing on the supply of materials, technological mishaps and transport preparation. Similarly, the manager has to analyze the number of employees working on the delivery of finished goods. This will be followed by slotting various solutions and changes that could be used to rectify the problem. When the manager in Nestle comes up with various solutions to the problem, it is a preparation to ensure the situation does not affect the business (Wall and Rees, 2004:32). For example, the manager could come up with options of increasing the number of employees working on delivery of goods. Similarly, the manager could ensure there is purchase of better equipment to hasten the speed of delivering goods. This will be followed by implementation of the solutions (Rarick, 2003:9). After implementation of the solutions, the managers will have to evaluate on the improvement (Cherunilam, 2010:14). If there is an improvement, then it is obvious that the solutions have worked. However, when there is slight improvement, then the managers will have to look for other avenues of solving the issue (Daymon and Holloway, 2010:23). This will be a preparation to achieve the long term goals of Nestle. The case study on Nestle was influential in enhancing learning and professional skills. First, the case study showed that solving a problem in a business is a process that should be followed systematically (Zikmund, Jon and Griffin, 2012:21). Following all the steps that are mentioned prepares a manager to make the various changes that will result into positive performance (Hill, 2009:24). In many cases, the managers have to use the “four pillars” of the organisation. For example, a manager should discover a problem, analyze the problem, consider some of the solutions, enact the solutions and evaluate the improvement. Using such criteria in problem solving ensures the problems are amicably solved (Pellenbarg and Wever, 2008:18). Similarly, problem solving in such a criterion ensures some departments are not affected when the solution is enacted. Secondly, the case study showed that Nestle does not depend on a single factor in recording positive performance (Cherunilam, 2008:9). Nestle relies on skills, strategies, staff, style of management and internal systems which include selection, recruitment and performance appraisals. Coordination of these factors will therefore affect the outcome of the business. There are a number of issues that cropped up in the cases study on Nestle. First, there was the continuous process of observing, analyzing, creating solutions, implementing solutions and evaluation the performance after implementing the solutions (Hill, 2007: 19). This is a continuous process that required commitment of the concerned parties. For example, the managers in Nestle should be committed to making a positive accrual in the business. However, if the managers are not committed, they are not likely to mark an improvement in the businesses. Secondly, the process is time consuming, depending on the managers. Some managers may take an arguably long time in observing the issues that make the businesses to record dwindling performance (“van” Tulder and van der Zwart, 2010:32). For example, since Nestle is a large business, the managers will have to keenly scrutinize all the activities to note the setback. This could take a long time if they want to come up with concrete evidence (Elgar Original Reference Series, 2004:21). However, these processes can be made easier with coordination of the employees, managers and management. Coordination of the stated parties will ensure the problems are solved in the meanest time without having to scrutinize all the activities that take place in the business. References Babbie, E. (2010) The practice of social research, Cengage Learning, London. Cherunilam, F. (2008) International economics 5E, Tata McGraw-Hill Education, London. Cherunilam, F. (2010) International business: text and cases, Tata McGraw-Hill Education, London. Chopra, S. (2009). 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(2008) Research methods and statistics: a critical thinking approach, Cengage Learning, London. Marschan-Piekkari, R. & Welch, C. (2011) Rethinking the case study in international business and management research, Edward Elgar Publishing, London. Moran, R.T., Braaten, D. & Walsh, J. (2013). International business case studies for the multicultural marketplace, Routledge, London. Paul, J. (2011) International business, PHI Learning Pvt. Ltd., London. Pellenbarg, P.H. & Wever, E. (2008) International business geography: case studies of corporate firms, Routledge, London. Rarick, C.A. (2003) Cases and exercises in international business, Prentice Hall, London. Rubin, A. & Babbie, E.R. (2010) Research methods for social work, Cengage Learning, London. Rugman, A.M., Collinson, S. & Hodgetts, R.M. (2006) International business, Prentice Hall/Financial Times, London. Samii, M. (2004) International business and information technology: interaction and transformation in the global economy, Routledge,London. Saunders, M. (2003) Research methods for business students, 3/E, Pearson Education, London. van Tulder, R.J.M. & van der Zwart, A. (2010) International business-society management: linking corporate responsibility and globalization, Routledge,London. Wall, S. & Rees, B. (2004) International business, Financial Times/Prentice Hall, London. Zikmund, W.G., Jon, B.C. & Griffin, M. (2012) Business research methods, Cengage Learning, London. Read More