EMBA IIBMS CASE STUDY SOLUTIONS – Will increased environmental standards imposed by government on businesses

EMBA IIBMS CASE STUDY SOLUTIONS – Will increased environmental standards imposed by government on businesses

 

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International Business Environment

Case Study 1 : Structuring global companies
As the chapter illustrates, to carry out their activities in pursuit of their objectives, virtually all organisations adopt some form of organisational structure. One traditional method of organisation is to group individuals by function or purpose, using a departmental structure to allocate individuals to their specialist areas (e.g. Marketing, HRM and so on ). Another is to group activities by product or service, with each product group normally responsible for providing its own functional requirements. A third is to combine the two in the form of a matrix structure with its vertical and horizontal flows of responsibility and authority, a method of organisation much favoured in university Business Schools.
What of companies with a global reach: how do they usually organise them-selves?
Writing in the Financial Times in November 2000 Julian Birkinshaw, Associate Professor of Strategic and International Management at London Business School, identifies four basic models of global company structure:
  • The International Division – an arrangement in which the company establishes a separate division to  deal  with  business  outside  its  own  country.  The International Division would typically be concerned with tariff and trade issues, foreign agents/partners and other aspects involved in selling overseas. Normally the division does not make anything itself, it is simply responsible for interna-tional sales. This arrangement tends to be found in medium-sized companies with limited international sales. The Global Product Division – a product-based structure with managers responsible for their product line globally. The company is split into a number of global busi-       nesses arranged by product (or service) and usually overseen by their own president. It has been a favoured structure among large global companies such as BP, Siemens and 3M.
  • The Area Division – a geographically based structure in which the major line of authority lies with the country (e.g. Germany) or regional (e.g. Europe) manager who is responsible for the different product offerings within her/his geographical area.
  • The Global Matrix – as the name suggests a hybrid of the two previous structural types. In the global matrix each business manager reports to two bosses, one responsible for the global product and one for the country/region. As we indi-cated in the previous edition of this book, this type of structure tends to come into and go out of fashion. Ford, for example, adopted a matrix structure in the later 1990s, while a number of other global companies were either streamlining or dismantling theirs (e.g. Shell, BP, IBM). As Professor Birkinshaw indicates, ultimately there is no perfect structure and organisations tend to change their approach over time according to changing circumstances, fads, the  perceived  needs  of  the  senior  executives  or  the predispositions of powerful individuals. This observation is no less true of universities than it is of traditional businesses.
Case study questions
1 Professor Birkinshaw’s article identifies the advantages and disadvantages of being a global business. What are his major arguments?
2 In your opinion what are likely to be the key factors determining how a global company will organise itself?

EMBA IIBMS CASE STUDY SOLUTIONS – Will increased environmental standards imposed by government on businesses

EMBA IIBMS CASE STUDY SOLUTIONS – Will increased environmental standards imposed by government on businesses

 

Case 2 : Resource prices
As we saw in Chapter 1, resources such as labour, technology and raw materials constitute inputs into the production process that are utilised by organisations to produce outputs. Apart from concerns over the quality, quantity and availability of the different factors of production, businesses are also interested in the issue of input prices since these represent costs to the organisation which ultimately have to be met from revenues if the business is to survive. As in any other market, the prices of economic resources can change over time for a variety of reasons, most, if
not all, of which are outside the direct control of business organisations. Such fluc-tuations in input prices can be illustrated by the following examples:
  • Rising labour costs – e.g. rises in wages or salaries and other labour-related costs (such as pension contributions or healthcare schemes) that are not offset by increases in productivity or changes in working practices. Labour costs could rise for a variety of reasons including skills shortages, demographic pressures, the introduction of a national minimum wage or workers seeking to maintain theirliving standards in an inflationary period.
  • Rising raw material costs – e.g. caused by increases in the demand for certain raw materials and/or shortages (or bottlenecks) in supply. It can also be the result of the need to switch to more expensive raw material sources because of customer pressure, environmental considerations or lack of availability.
  • Rising energy costs – e.g. caused by demand and/or supply problems as in the oil market in recent years, with growth in India and China helping to push up demand and coinciding with supply difficulties linked to events such as the war in Iraq, hurricanes in the Gulf of Mexico or decisions by OPEC.
  • Increases in the cost of purchasing new technology/capital equipment – e.g. caused by the need to compete with rivals or to meet more stringent government regulations in areas such as health and safety or the environment. As the above examples illustrate, rising input prices can be the result of factors operating at both the micro and macro level and these can range from events which are linked to natural causes to developments of a political, social and/or economic kind. While many of these influences in the business environment are uncontrollable, there are steps business organisations can (and do) often take to address the issue of rising input prices that may threaten their competitiveness. Examples include the following:
  • Seeking cheaper sources of labour (e.g. Dyson moved its production of vacuum cleaners to the Far East).
  • Abandoning salary-linked pension schemes or other fringe benefits (e.g. com-pany cars, healthcare provisions, paid holidays).
  • Outsourcing certain activities (e.g. using call centres to handle customer com-plaints, or outsourcing services such as security, catering, cleaning, payroll, etc.).
  • Switching raw materials or energy suppliers (e.g. to take advantage of discounts by entering into longer agreements to purchase).
  • Energy-saving measures (e.g. through better insulation, more regular servicing of equipment, product and/or process redesign).
  • Productivity gains (e.g. introducing incentive schemes).
In addition to measures such as these, some organisations seek cost savings through divestment of parts of the business or alternatively through merger or takeover activity. In the former case the aim tends to be to focus on the organisation’s core products/services and to shed unprofitable and/or costly activities; in the latter the objective is usually to take advantage of economies of scale, particularly those asso-ciated with purchasing, marketing, administration and financing the business.
Case study questions
1 If a company is considering switching production to a country where wage costs  are lower, what other factors will it need to take into account before doing so?
2 Will increased environmental standards imposed by government on businesses
inevitably result in higher business costs?

 

 

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