Yes, finally Google’s refusal to comply with the Department of Justice investigation inconsistent with the company’s cooperation with Chinese censorship policies and opt out of the Chinese market. 3. How, if at all, did the company’s philosophy of “Don’t Be Evil” influence their decision? Google choose to obey their business philosophy of “Don’t Be Evil”. Although at the first they they gave up the company's operating philosophy in exchange for a part interests, in the end Google opt out of the Chinese market.
This in turn means that if the products are defective and not up to standard then they could damage the relationship with the Chinese department store. Another potential problem that may result from accepting the Chinese department store's order is that the research and development centre for the product line is based in the UK. This means that there problems could arise if there is a break down in communication between China and the UK, for example wrong orders could be received in China which would be particularly problematic with the average delivery time from factory being 21 days, 11 more than the UK factories. Therefore this means that these problems could be much more costly than if they happened from the UK factories. (8/10) Andrew Mitchell believed that the best solution to resolving the dispute over the introduction of new technology was to close the UK factories and move production to a purpose built factory in China.
Answer: I think Google already made the right choice to enter the Chinese market and censor its own site, rather than allowing the Chinese government to do it. This is like the win win solution for both parties, where the google can still entering the market, and the government can still protect the information acces according to the law. By censoring the material itself, Google has greater control toward their service. 3. If all foreign search engines companies declined to invest directly in China due to
However, as mentioned in the case, “senior management had not felt respected by their US headquarters, which had not given them enough autonomy and had directed the from afar instead”, it seemed like as time progressed, Ebay started taking too much control over the company without fully learning the consumer behaviors, nor the significance of cultural differences between China and United States. For example, the DIY culture in the West was not well adapted in China as the Chinese customers preferred the finished products that they don’t have to worry about putting the components together. Ebay was solely operating under the assumption that the Chinese people would prefer it just because its brand image in the United States, therefore it made very little modifications that adjust itself to Chinese consumers’ preferences. As a result of that, it lost market shares to
The new development had great impact on production such that it was delayed thus delaying delivery of the product by 30 percent. The management had no option but rather to outsource services for its assembly process from China. This called for comprehensive analysis of the situation leading hiring of consultancy services from Grunwald and Vogel. The intention of hiring Grunwald and Vogel was to help the company address the issue of late delivery that affected production. Based on the case study, risk factors that affected outsourcing process included ethical concern, quality and patent protection.
The Mongols had foreign administrators in China because they did not trust any Chinese person to be left in charge therefore foreign people were used. While in the Middle East the Mongols felt that leaving the Persians to have some charge would be the best for the people and result in benefits. Along with similar and different political effects of Mongol rule, there were similar and different economic effects of Mongol rule on China and the Middle East. The economic effects of Mongol rule on China and the Middle East were similar in that both were forced to give up money. In
Document four said that Buddha would not have fit in with the way and rules of China and would of been banned. “Buddha was a man of the barbarians” (Doc. 4) that part of the document said that he wasn’t one of them. Although the author was Han Yu a Confucian scholar. He was also an official at the Tang imperial court so, the government had switched back to Confucianism.
John Jay tried to create a treaty with Great Britain that would have been bad for merchants of the United States, but it would have paid war debt. (Doc. D) The merchants did not have the money to pay, but it would pay off the war debt. It was somewhat for a good cause, the treaty or agreement that Jay was trying to get across to Great Britain. This also led to why leadership was weak, because there was no one to take control over
It took place when administration of park didn’t take into account some particularities of Chinese people consumption habits and cultural traditions. This fiasco led to many complaints, ticket returns and, importantly, to lost customers. As a result of this fiasco one customer stated, “I won’t come again, even if I’m paid to.” (P. 661, Zeithaml, Bitner, Gremler). Analyzing this case, I can say, that the main difficulty was cursory examination of Chinese people culture and habits. Disneyland management didn’t look at the depth of Chinese people needs.
Since Mattel had been manufacturing products in China for 20 years with no issues, there seemed to be no reason to question how the toys were being made in 2007. The numerous leadership changes could be part to blame for the recall incident, because each leader had their own ideas of what would make Mattel successful. Define the Problem < The problem was not so much the recall of the products for Mattel, but the reason they were recalled. Management did not notice the