MBUS 306 Chapter 2 notes
MBUS 306 Chapter 2 notes MBUS 306
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This 4 page Class Notes was uploaded by Aimee Castillon on Monday September 12, 2016. The Class Notes belongs to MBUS 306 at George Mason University taught by Timothy Porter in Fall 2016. Since its upload, it has received 5 views. For similar materials see Managing projects/operations in Minor In Business at George Mason University.
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Date Created: 09/12/16
Organization name Aimee Castillon Operations Management email@example.com MBUS 306 • Fall 2016 Heading: 9/12/16 Notes: Operations Strategy in a Global Environment Learning Objectives Globalization case studies Define mission and Boeing – sales and supply chain are worldwide strategy Benetton – moves inventory to stores around the world faster than its Identify and explain competition by building flexibility into design, production, and distribution three strategic Sony – purchases components from suppliers in Thailand, Malaysia, approaches to competitive and around the world Volvo considered a Swedish company, recently purchased by a advantages Chinese company, Geely. Current Volvo S40 is assembled in Understand the significant key Belgium, South Africa, Malaysia, and China on a platform shared with the Mazda 3 built in Japan and the Ford Focus built on Europe success factors and Haier Chinese company, produces compact refrigerators (⅓ of US core competencies Use factor rating to market) and wine cabinets (½ of US market) in South Carolina Reasons to globalize evaluate both country Improve supply chain and provider outsources Locating facilities closer to unique resources Auto design to California Identify and explain Athletic shoe production to China four global operations Perfume manufacturing in France strategy options Reduce cost (labor, taxes, tariffs, etc.) (i.e. Red Lobster, Olive Garden) Foreign locations with lower wage rates can lower direct and indirect costs Trade agreements can lower tariffs Maquiladoras World Trade Organization (WTO) North American Free Trade Agreement (NAFTA) APEC, SEATO, MERCOSUR, CAFTA European Union (EU) Improve operations Understand differences between how business is handled in other countries Japanese – inventory management Scandinavians – ergonomics International operations can improve response time and customer service Understand markets Interacting with foreign customers, suppliers, competition can lead to new opportunities Cell phone design moved from Europe to Japan Extend the product life cycle Improve products Remain open to free flow of ideas Toyota and BMW manage joint research and development Reduced risk, stateoftheart design, lower costs Samsung and Bosch jointly produce batteries Attract and retain global talent Offer better employment opportunities Better growth opportunities and insulation against unemployment Relocate unneeded personnel to more prosperous locations Cultural and ethical issues Cultures can be quite different Attitudes can be quite different towards Punctuality Lunch breaks Environment Intellectual property Thievery Bribery Child labor Diversity Diversity bias Assumptions of superiority “I’m better than you” Assumptions of correctness “This is the way it should be” Assumptions of universality “We’re all the same. Everybody is just like me” Cultural intelligence (CQ) CQDrive CQKnowledge CQStrategy Categorizing culture dimensions Nitza Hidalgo’s three levels of culture Concrete most visible and tangible I.e. music, food, clothes, dress, games, race, gender Behavioral how we define our social roles, language we speak, nonverbal communication I.e. family structure, gender roles, sexual orientation, political affiliation Symbolic our values and beliefs I.e. value systems, customs, religion, spirituality, religion, faith, beliefs, worldview, social class Developing missions and strategies Mission statements tell an organization where it’s going Organization’s purpose for being Answers ‘What do we contribute to society?’ Provides boundaries and focus Factors affecting mission Philosophy and values Profitability and growth Public image Benefit of society Customers Environment Strategy tells the organization how to get there Action plan to achieve mission Functional areas have strategies Strategies exploit opportunities and strengths, neutralize threats, and avoid weaknesses Strategies for competitive advantage Differentiation better, or at least different Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer’s perception of value Safeskin gloves – leading edge products Walt Disney Magic Kingdom – experience differentiation Hard Rock Cafe – dining experience Cost leadership cheaper Provide the maximum value as perceived by customer. Does not imply low quality. Southwest Airlines – secondary airports, no frills service, efficient utilization of equipment Walmart – small overhead, shrinkage, and distribution costs Franz Colruyt – no bags, no bright lights, no music, and doors on freezers Response more responsive Flexibility is matching market changes in design innovation and volumes A way of life at HewlettPackard Reliability is meeting schedules German machine industry Timeliness is quickness in design, production, and delivery Johnson Electric, Pizza Hut, Motorola Porter’s Five Forces Model evaluating industry attractiveness Implementing strategic decisions Global operations strategy options
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