《綜合商務(wù)英語》課程建設(shè)項目案例分析集匯編之中級課程案例集

《綜合商務(wù)英語》課程建設(shè)項目

案例分析集匯編之

中級課程案例集

課程負責(zé)人：商莉君

2018年6月

Contents

Case1Fast-Trackinc1

Case2Fabtek5

Case3GenovaVendingMachines7

Case4Thevoiceofbusiness9

Case5EuropeanCampers12

Case6Work,restandplay15

Case7AuricBank18

Case8AcquiringMetrot21

Case9FocusAdvertising24

Case10VisitorsfromChina27

Case11MarciaLeeJeans30

Case12Product33

Case13Caferoma36

Case14ICON38

Case15AuricBank40

Case16AcquiringMetrot42

Case17AngelInvestments44

Case18FocusAdvertising46

Case19VisitorsfromChina49

Case20SlimGyms51

Case21AshburyGuitars54

Case22BrookfieldAirport55

Case23Livewires57

Case24OrbitRecords59

Case1Fast-Trackinc

>Objectives

Inthiscasestudy,Studentsarerequiredtoworkasthemembersofthe

interviewteamtodecidewhoismostcompetedforthepositionassales

managerwiththesubsidiaryinVarsaw,PolandofaFast-Trackinc.basedin

Boston.Thesubsidiarywhichhasadvertisedthevacancybeforeonlyinside

thecompanyhadapoorperformanceinrecentsaleswith30%belowtargets.

Thepossiblereasonsmayincludes:

?Salesrepresentativesarenotmotivatedandstaffturnoverishigh.

?Thepreviousmanagerhadnoclearstrategyfordevelopingsalesinthe

area.

?Veryfewsalescontractsweremade.

Studentsareresponsiblefortheinterviewingandcheckingofthecandidates5

curriculumvitae.

>TasksforStudents

1.Readthejobdescriptionforthepositionandconsiderwhatthemost

importantskillsareforasalesmanager?

2.Workingroups.Youaremembersoftheinterviewingteam.Discussthe

strengthsandweaknessesofeachcandidate.Decidewhotoselectforthe

vacantposition.Notedownthereasonsforyourchoice.

3.Meetasonegroup.Discussyourchoice.Decidewhoshouldfillthevacant

position.

BackgroundInformation

Jobdescriptionextract

Thesuccessfulcandidatewillberesponsiblefor:

■Developingsales,achievingresultsandincreasingcustomernumbers

■Managingthesalesteamsothatitismoremotivated,dynamicandeffective.

■He\Shewillbe:

■Energetic,confidentandoutgoing

He\Shewillbe:

■Strongsalesability

■Organizationalandinterpersonalskills

■Agoodacademicbackgroundsuitableexperience

■Numeracyskillsandtheabilitytohandleadministration

■Linguisticability

Thepositionwillinvolvefrequenttravelthroughouttheregion.

EvaRheinberger

German,aged42

EducationUniversitydegree(History)

ExperienceOver15yearsasasalerepresentativeinGermany,theUSandPoland.

JoinedFast-Trackayearago

Achievementsagoodsalesrecordinallherpreviousjobs,InherfirstyearwithFast-

Trackhersalesresultshavebeensatisfactory.

LanguageFluentGerman,EnglishandPolish

Interview'scommentsQuietbutknowsherownmind.Rathernervousatthe

interview.Mightbegoodatteambuildingburwouldprobablydependtoomuchon

otherpeople.Likesadministration.Didn'tseemtohavemanyideasaboutthefuture

ofthecompany.

Interviewextract

TadeuszVajda

Polish,aged52

EducationUniversitydegree(Engineering)

ExperienceWideexperienceinavarietyofindustriesJoinedFast-Trackfiveyears

agoasRegionalManagerforthesouthofPoland.

AchievementsHasbeenfairlysuccessfulincreasingsalesby12%overthefive-year

period.

LanguageFluentPolishandEnglish.

Interview'scommentsVerycalmandrelaxed,hemovesandtalksslowly.Ahard

worker.Notcreativebuthappytogetideasfromthecreativemembersofateam.

Currentstaffthinkispracticalandreliable.

EvaRheinberger

German,aged42

EducationUniversitydegree(History)

ExperienceOver15yearsasasalesrepresentativeinGermany,theUSand

Poland.JoinedFast-Trackayearago.

AchievementsAgoodsalesrecordinallherpreviousjobs.Inherfirstyearwith

Fast-Trackhersalesresultshavebeensatisfactory.

LanguageFluentGerman,EnglishandPolish

Interview'scommentsQuietbutknowsherownmind.Rathernervousatthe

interview.Mightbegoodatteambuildingbutwouldprobablydependtoomuch

onotherpeople.Likesadministration.Didn'tseemtohavemanyideasaboutthe

futureofthecompany.

>Assignmentforstudents

Writing

CompletingthisE-mailfromtheheadofinterviewteamtoLizSteiner,

salesDirectorofFast-Track.Writeaboutatleastthreestrengthsrelateto

thejobdescription.

Case2Fabtek

>Objectives

Inthiscasestudy,Studentsarerequiredtogetfamiliarwiththenew

revolutionarytypeoffabriccalledproteanproducedbyFabtek,asmall

companybasedinHamburg.Recently,FabtekcontactedGadgetPlc,a

companywithover2000productsandaworldwidenetworkofsalesoffices.

Gadgethasdesignedanddevelopedmanybest-sellingelectronic,household

andautomobileproducts.FabtekhasaskedGadgettocomeupwithnewideas

forusingProtean.AsthememberofaGadgetPlc'sProductsDevelopment,

youareresponsibleforproposingtoFabtektheexcitingideasforusing

proteaninordertogetalicensingagreement.

>TasksforStudents

Workinsmallgroups.YouareamemberofGadget'sProductDevelopment

Department.

1.Holdameetingtoproposeideasforexcitingnewproductswhichuse

Protean.Usethepointsinthee-mailasaguide.Discusstheadvantageand

disadvantagesofeachproposal.

2.ChoosethethreeproductswhichyouwillproposetoFabtekinorderto

getalicensingagreement.

>BackgroundInformation

PROTEANFACTSHEET

PROTESTANT'SMAINFEATURES

1.Madefromfibresnylonandpolyester;canbemadeverythick,orsothin

thatitcanletsomeThrough.

2.Itisverysofttothetouch,andalso

3.Canbemadeinany

FABTEK'SFUTUREPLANS

FabtekbelievesthatProteanhasgreat

Wantstoincreasesalesbyothermanufacturerstoproducenewproducts

withProtean.

AlreadyhasalicensingagreementwithAzra,awhichhascreated

someusingProtean.

HerearethreeofAzra'saward-winningproducts

1'Dazzle'—arangeofshoesforyoungwomen

Sellingpoints:

■Lightandcomfortable--adapttotheshapeofaperson'sfoot

?Theircolorcanbechangedatanytime

■Shiny,smartandverydurable

2Proteansteeringwheel

Sellingpoints:

?Bettergripfordrivers

■Saferthanallothersteeringwheels

■Verypleasanttothetouch

?Lowproductioncosts

3Proteanwatchstraps

Sellingpoints:

■Waterproofandeasytoclean

?Anyonecanwearthem-non-allergic

?Morebeautifulthanotherstraps

?Lightupinthedark

Assignmentforstudents

Writing

YouareamemberofaGadgetPlc'sProductsDevelopment.TheChief

ExecutiveofFabtekHasaskedyoutowriteashortreportononeofthe

productsyouhavechosen.Outlinetheproduct'skeyfeaturesandsaywhy

itpresentsacommercialopportunity.

Case3GenovaVendingMachines

>Objectives

Inthiscasestudy,StudentsarerequiredtostudytheproblemoftheHR

departmentofGenovaVendingMachines(GVM),amultinationalcompany

basedinZurich,Switzerlandwhichmergedwithanothercompany18months

ago.Asaresultofthemerger,themanagement:

?Cuttheworkforceby15%.

?Introducedopen-planoffices.

?Proposedthatsalarypaymentsandstaffrecruitmentshouldbedoneby

outsidecompaniesinsteadofbytheHumanResources(HR)Department.

Moststaffarenowworriedaboutjobsecurityandmoraleislow.Inparticular,

staffintheHRDepartmentcomplainofbeingoverworkedandseverely

stressed.Absenteeismishighandseveralstaffhaverecentlyresigned.The

managementhasaskedagroupofconsultantstostudytheproblemintheHR.

Afteranalyzingtheconsultants,findings,youasmembersoftheStress

ManagementTeammetforanextensivediscussionfortherecommendations.

>TasksforStudents

l.Youaremembersofthegroupofconsultantsstudyingtheproblemsinthe

HRDepartment.Workinsmallgroupstodiscussthesequestions.

?Whichproblemsdoyouthinkarethemostserious?

?Whatshouldthemanagementdotosolvetheproblems?

2.Meetasonegroup.Workoutanactionplantoreducethestressinthe

HRDepartment.

>BackgroundInformation

Consultants'findings

Pressurefromtheredundancyprocess

SincelastyeartheHRstaffhavehadtomakemanycolleaguesfromother

departmentredundant.SomeoftheHRstaffinvolvedinthishavesufferedgreat

emotionalstrain.

Furtherstaffcuts

Thereisanewrumoraboutpossiblefurtherredundancies.Theunionshavesaid

thattheywillrecommendstrikeactionifthishappens.

Recommendations

Assignmentforstudents

Writing

AsleaderoftheStressManagementTeam,writetheRecommendations

sectionofareporttoGVM,sManagingDirectoroutliningyourpractical

suggestionsforstressmanagementintheHRDepartmentofthecompany

inboththeshortandlongterm.

Case4Thevoiceofbusiness

>Objectives

Inthiscasestudy,Studentsarerequiredtoworkonaplanforaradio

programmetobeissuedbyEuropeanBusinessAssociates(EBA),amedia

companywhichmakesradioandtelevisionprogrammesforbroadcasting

organisationsallovertheworld.Theyhavewonacontracttoproducea

30-minuteradioprogrammeaimedatworkingpeople.Itwillbebroadcast

throughoutEurope,inEnglish,at7.00a.m.threetimesaweek.Themethod

ofquestionnaireistobeappliedandfocusgroupopinionsaretobecollected

whilestudentsaretryingtomaketheplan.

>TasksforStudents

Workingroups.YouaremembersoftheEBAplanningteam.Youmustplan

thefirstprogrammme.Usethekeyquestionsbelowtohelpyou.

i.Discussthekeyquestions.

2.Thendiscussanyotherideasthatyouhave.

3.Agreeonafinalplanforthefirstprogramme.

>BackgroundInformation

Questionaires:

EBAsentquestionnairestobusinesspeople,askingthemwhattheywould

likeinit.Peoplewereaskedwhethertheythoughttopicswerea)very

interesting,b)quiteinterestingorc)notinteresting.Theresultsaregiven

below.

Interestinpossibletopicsfortheradioprogram

TopicsVeryQuiteNotinteresting

interestinginteresting

Companyprofiles66%15%19%

Profilesof45%12%43%

businesspeople

Interviewswith61%22%17%

businesspeople

Businessupdate72%19%9%

Thefutureof25%18%57%

business

Investment36%28%36%

advice(stock

markettips)

Bookreviews25%32%43%

Economicreports24%35%41%

oncountries

Adviceon68%11%21%

personalfinance

Jobvacancies70%18%12%

Trafficand52%35%13%

weatherreports

Focusgroupsopinions:

Inadditiontousingquestionnaires,EBAheldfocusgroupsinanumberof

Europeancountries.Theseweresomeofthemostcommonopinions.

1*1wanttoknowwhattheimportantnewsstorieswillbeforthatday.You

know,whatcompaniesarepublishingtheirannualresults,thatsortof

thing.Up-to-datenewsonwhat'sgoingoninbusoness.,

2,Youonlyneedonepersontopresenttheptogramme.Maleorfemale,it

doesn'tmatter.Buttheyshouldbeanexperiencedbusinessjournalist/

3Tminterestedinbuyingshares.I'dwantsomegoodtips.Whattobuy,what

tosell-that*dbereallyinteresting/

4Itwouldbegreatifyoucouldgiveusweatherandtrafficreports.Tmalways

gettingstuckinatrafficjam/

Keyquestions

?Whatwillbethemaincomponentsoftheprogramme?

?Howlong,approximately,willeachcomponentbe?

?Whatwillbetheorderofthevariousitems?

?Shouldtherebeoneortwopresenters?

?Maleorfemale?youngorold?

?Shouldtherebeliveinterviewswithbusinesspersonalities?

>Assignmentforstudents

Writing

AstheproducerofthenewEBAbusinessnewsprogramme,writealetter

tofamousbusinesspersonaskingthemforaninterview.Atthestartof

theletteryoushouldintroduceyourselfandgivebriefdetailsofthe

programmeanditsaims.

Case5EuropeanCampers

>Objectives

Inthiscasestudy,studentsarerequiredtoplaythepartinanegotiating

meetingtryingtofindasuitablesolutiontotheproblemwithacompetitive

andcontroversialtopsalesmanwiththecompany.Skillsofpersuadingand

negotiatingaretobeappliedinanappropriateway.

>TasksforStudents

1.Youarenegotiatingaseither:

?CharHolden,ChiefExecutive

?ToddFoster,MarketingManager

2.GothroughtheproblemswiththesalesmanOlivierMoyon.

3.YoudisagreeabouthowtohandletheproblemwithOlivierMoyon.

Trytonegotiateasuitablesolution.Readyourrolecard,preparefor

yourmeetingandthennegotiateasolutiontotheproblem.

4.MeetasonegroupandcomparethedecisionsYouhavetaken.Tryto

persuadeyourcolleaguesthatyoursolutionwasthebest.

>BackgroundInformation

?Thecompany:

Thecompany,whichwasfoundedbyCharlesHolden,itsChiefExecutive,

isbasedinBordeaux,France.Itmakesandsellscampingandoutdoor

equipment.

?Theroles:

?ToddFoster,aged34,isanAmericanwithaMaster'sinBusiness

Administration(MBA).ToddbecameMarketingManagerofEuropean

Campersayearago.SinceToddjoinedthecompanytwoyearsago,profits

haverisendramaticallyandthecompanyisenjoyinggreatsuccess.

?CharlesHolden,TheChiefExecutiveofthecompany.

OlivierMoyonhasbeenwiththecompany12years,andeveryoneagreesthat

heisabrilliantsalesman.Hisresultsareoutstanding.Infact,thesalesfrom

hisareaamountto24%ofthefirm'stotalsales.Unfortunately,Olivierisvery

difficulttomanage.Toddcannotcontrolhimproperlyandthiscausing

problems.HerearesomeexamplesofOlivier'sunacceptablebehavior.

?Hecrashedhiscompanycar.Heblamedbadroadconditions,butTodd

believesHehaddrunktoomuchalcohol.

?Hespendsfartoomuchmoneyonentertainmentandgiftsforhiscustomers.

Hisexpensesaremuchhigherthanthoseofalltheotherrepresentatives.

?HehasstillnotintroducedToddtothebiggestbuyersinhisareas.Hesays

thebuyersaretoobusytomeetTodd.

?HeoftenignoresTodd'sphonemessagesandmissesimportantmeetings.

?Heonlysentfivesalesreportslastyearinsteadofsending12(oneeach

month).

?Theconflict:

Twoweekago,Oliviergotalargeorderfromadepartmentstorechain.

Thegoodshadtobedeliveredbytheendofthemonth,atthelatest.However,

theProductionManager,JacquesPicard,toldhimthatHecouldnotproduce

thegoodsanddeliversthembythatdate.Olivierbecameveryangryandwas

extremelyrudetohim.JacquescomplainedtoToddaboutOlivier'sbehavior.

Jacquesexplainedthataverygoodcustomerhadplacedaverylargeorder,

andthisorderhadtobegivenpriority.Jacquesendedtheconversationby

saying,'Oliviermaybeagoodsalesman,buthe'srudeandcaresonlyabout

himself.He'simpossibletoworkwith.'

>Brainstorminganddecision-making

Possiblesolutions:

>Assignmentforstudents

Writing

YouareHeadofHumanResourcesatEuropeanCampers.Writea

lettertoOlivierMoyon,informinghimoftheresultofthemeeting

betweenCharlesHoldenandToddFoster.

EuropeanCampers

100avenuedelaRepublique

33405Bordeaux

DearMrMoyon

Iamwritingtoinformyouoftheoutcomeoftherecentmeetingbetween

CharlesHoldenandToddFoster

Case6Work,restandplay

>Objectives

Inthiscasestudy,Studentsarerequiredtodoaroleplaymakingphonecalls

andholdameetingtodiscusstheproposalsandmakeachoiceofthehotel.

>TasksforStudents

Roleplay

1.Youareeither:Manager,ICON'StravelserviceorAccountManager

forCorporateTravel,UniversalAirlines

Youshouldkeeptheserolesthroughoutthecasestudy.

2.Holdameetingtodiscusstheproposalsandmakeafinalchoiceforthe

attendantsoftheseminar.

>BackgroundInformation

ICONisacomputersoftwarecompanybasedinLosAngeles,USA.The

Managerofitscompanytravelserviceismakingarrangementsforsome

seniormanagerstoattendaseminarinFrance.

TheseminarstatsonFridayJuly5thandendsonSundayJuly7th.It

willincludemeetingstodiscussworkproblemsandexecutivegamesto

encourageteamwork.Thisisimportantbecausetheparticipantsareof

differentnationalities.Theparticipantswillexpecttoworkhard,then

relax,enjoytheamenitiesofthehotel,explorethesurroundingsareaand

haveareallygoodtime.TheManagerofICON'Stravelservicewantsto

bookahotelwhichisbothstylishandvalueformoney.

Informationfortheproposedhotels

18thcenturycastle;35rooms

Inthecountryside.Bordeaux-30km;airport-25km;railway

station

-20m

Frenchcuisine.Excellentvegetarianfood.

€200perroompernight.Costofmealsperday:€50

Groupdiscount:20%

1largeroom,3smallrooms.Basicequipment.

Swimmingpool,Gym,Bar

Disabledfacilitiesonthegroundflooronly.Nosmoking

Freevisitstoanightclub(Satevening)./

HotelMarine***

Description:Modernhotel;68rooms

Location:OntheseafrontintheBayofArcchon;Bordeaux-60km;

airport-50km;railwaystation-1.5km

Restaurant:Internationalcuisine.Vegetarianmenuavailable

Price:€150perroompernight.Costofmealsperday:€80.

Nodiscountforgroups

Conferencefacilities:2largerooms,2smallerrooms.High-techequipment.

Otherfacilities:Bar,SatelliteTV,Modernpoint,Airconditioning

Smokingareasinhotelloungeonly.Disabledfacilitiesonground

flooronly.Outdooractivitiesincludinggolf,horse-riding,

V_____________w__in_d-sufing,dishingandboattrips.J

Modernhotel(builtin1992);120rooms

InBordeauxcitycenterinalargepedestrianzone.Airport

-15km;railwaysstation-15km;hotelshuttlebustoand

fromtheairport

FrenchandItaliancuisine.Vegetarianmenuavailable.

€220perroompernight.Costofmealsperday:€80.

Groupdiscount:10%

1largerooms,3smallrooms.Basicequipment.

Bar,SatelliteTV,Modernpoint,Airconditioning

NoSmoking.Disabledfacilitiesonallfloors.

>Stageandprocedure

Stage1

TheManagerofICON'stravelservicephonestheAccountManagerfor

CorporateTravelatUniversalAirlines.HeasksUniversaltoproposethree

hotelsinFranceforseminar.TheAccountManagerofCorporateTravel

asksformoredetailsabouttheseminaranditsparticipants.Manager,

ICON'Stravelservice:turntopage140.

AccountManager,UniversalAirlines:turntopage147.

Readyourinformationfiles.Thenroleplaythetelephoneconversationand

arrangetomeetonedaythefollowingweek.

Stage2

TheManagerofICON'Stravelservicehastochangethedateofthe

meeting.Readyourinformationfilesandroleplaythetelephonecall.

Stage3

TheAccountManageratUniversalAirlinessendsinformationaboutthree

possiblehotelsfortheseminartotheManager,ICON’Stravelservice.

TheyareallinBordeaux,orinthesurroundingarea.Atthemeetingthey

discussthethreeproposalsandchooseoneofthehotelsfortheseminar.

Roleplaythediscussion.

>Assignmentforstudents

Writing

AstheAccountManagerforCorporateTravelatUniversalAirlines,write

ane-mailtothemanagerofthehotelchosenfortheseminar.Confirmthe

booking,givingdetailsofthenumberofparticipants,arrivalanddeparture

times,meals,equipmentandanyotherspecialrequirements.

Case7AuricBank

>Objectives

Inthiscasestudy,Studentsarerequiredtoconductaprocessof

decision-making.Roleplayasthedirectorsingroupsisnecessaryforstudents

todiscusstheoptionsfortheAuricBank.Comparetheoptionsbefore

discussionabouttheirprosandconsseparatelyandtrytopersuadetheother

directorsofyouroption.

>TasksforStudents

Workingroupsoffour.YouaredirectorsofAB.

1.Choosearolecard(pagesfrom140,141,147,149).Readyourrolecardand

preparefora

meetingtoconsiderthefouroptions.

2.Discusstheadvantagesanddisadvantagesofeachoption.

3.TrytopersuadetheotherdirectorsthatyouroptionistherightoneforAB.

>BackgroundInformation

WhathavehappenedtoAB

'Weconstantlyreviewourbusinessinordertoprovidecustomerswith

excellentserviceatcompetitiveprice.Aspartofourreorganization,we've

beenlookingatthecostofcustomerservices.Wehavearangeofoptions.We

canmakechangesin-house,outsourcecallcenterstoareaswithintheUKor

outsourceoff-shoretolow-costcountriessuchasIndia."

GrahamHammond,ChiefExecutive,AuricBank

TheChiefExecutivemadethestatementabovetogroupofinvestorsthree

weeksago.AuricBank(AB)lost￡1.5billionlastyearbecauseitinvestedin

unprofitableareasofbusiness.SincetheABhascarriedoutamajorreviewof

itsoperations.Ithasconcludedthat:

1.customersbelieveABischargingtoomuchforitsservices;

2.ABnolongerhastheimageofa'caring'bankwhichisclosetoitscustomers

andunderstands

theirneeds;

3.thebankneedstoreducecoststoboostitsprofitsandshareprice.

Tocutcostsandincreaseefficiency,ABisnowconsideringanumberof

optionsconcerningthelocationofitscallcentres.

Problemwiththecallcenters

ABhasapproximately2,500employeesworkinginthreelargecallcentres

locatedincitiesintheSouthofEngland.Thecompany'sheadquartersarein

London.Therearefouroptionsthatthedirectorsofthebankareconsidering.

Optionsforthedirectors

Option1:Keepthecallcentresin-house

Keepthecallcentresintheirpresentlocationsbuttrytoreducecostsby:

?usingmorepart-timeemployees

?reducingthehoursofbusinessofthecentres

?increasingthetargetsforthenumberofcallshandledperhour

Estimatedcostofrunningthecentresforthenextfiveyears:￡16million.Estimated

savingsbyintroducingchangesabove:￡3million.

Option2:OutsourcethecallcentrestoacompanybasedinSouthAfrica

UseResourcePlc,aCapeTownfirm.TheycansetupthecallcentresinCapeTownand

runthem.

?thefirmhasanexcellentreputationforreliabilityandgoodservice

?ithasalotofexperienceinrunningcentres

CostofthecontractwithResourcePlctorunthecallcentresforthenextfiveyears:

￡8million.

Option3:OutsourcethecallcentrestoacompanybasedinScotland

UseResourcePlc,aScotlandfirm

?thefirmisnew;itsmanagersareyoung

,ithasseveralcontractswithbigcompanies

?itisexperiencedinrunningcallcentres

?somecustomershavecomplainedinnewspapersthatthelinesarealwaysbusy

CostofthecontractwithOrionPlctorunthecallcentresforthenextfiveyears:￡10

million.

Option4:OutsourcethecallcentrestoacompanybasedinIndia

UseX-sourceIndia,acompanybasedinBangalore.

?X-sourceIndiaisexpandingfast

?ithascontractswithseverallargeUScompanies

?ithasnoproblemshiringstaffanditscostsarelow

CostofthecontractwithX-sourceIndiatorunthecallcentresforthenextfiveyears:

￡5.5million.

>Assignmentforstudents

Writing

WriteashortreporttotheChiefExecutivegivingbothasummaryofthe

fouroptionsandyourrecommendations.

Case8AcquiringMetrot

>Objectives

Inthiscasestudy,Studentsarerequiredtostudyonthecapital-laborproblem

withtheCornerstoneGroupwhohasjusttakenoveranotherfamily-owned

company.Thechangeofownershipandthenewmanagementstylehave

causedmanyproblems.Studentswillholdameetingwithregardtothe

problemsastheseniormanagersofthegroup.Adetailedanalysisandan

argumentontheproblemsarerequired.

>TasksforStudents

Ameetingofseniormanagersiscalledtoresolvetheproblems.Thereare

twogroupsatthemeeting.

GroupA:newmanagersledbyHughWhitman.

GroupB:seniorexecutiveofMetrotwhohavekepttheirjobssincethe

takeover.

Eachgrouppreparesseparatelyforthemeeting.Thenholdthemeetingasone

group.

Theagendaisasfollows:

1.Background:Whyarestaffsresistingthechanges?

2.Practicalsuggestionsforimprovingthesituation.

3.Whatcanbelearnedfromthisexperiencetomanagechangemore

effectivelyinthefuture?

>BackgroundInformation

COMPANYPROFILE

Company:CornerstoneGroup

Workforce:35,000

Turnover:$4.ibn

Located:Dallas,US

Netprefit:11%ofturnover(approx)

Mainactivities

Providingservicesandproductsfortheoilindustry.

Recentdevelopments

1.CornerstonewillexpandsalesofMetrotproductsinEurope.

2.ItwilluseMetrotasabaseforlaunchingitsownproductsinEurope.

3.Metrot'sbiggestassetisitsvaluableland.Cornerstonecouldusethistogrowthe

companyor

mayselloffsomeofthelandtofinancetheacquisition.

Comment

MetrotisanexcellentacquisitionfortheCornerstoneG