Case Analysis Sealed Air Taiwan
Case Analysis Sealed Air Taiwan
By: Ashok Balakrishnan
Student #: 100415603
Date 11/05/2015
1)Chuck Steinke also noted that Heung was a bit of a loner and didn’t take time to mingle with his colleagues. This was probably due to the cultural difference between the two countries. There was also a problem with leadership and who would help run the business back to making profits as the company is currently not making money. The company had a problem with transferring the title and power to Huang. They were also having problems with the sales personnel. There was also a problem with the pricing of products, equipment and chemicals as employees were not following the guidelines of Normal Sealed Air procedures. Another problem was Taiwan’s poor economy. When Bob Kayser first arrived in 1991, he noticed that there was little information on historical sales, the current state of business, and what people were doing. The major issue here is the fact that there will be a clash of cultures since the headquarters in the USA has a different business culture and climate than the Sealed Air Taiwan Company.
2)The can fix the problem with leadership by having Kayser take part in a business culture training programmes, so he can better understand how to run a business in Taiwan, this will also help to connect with his employees, while reducing the cultural differences with both parties. Another issue was the loss of profit for the company. This was due to the fact the employees were not following the original guidelines set by the US location. The can offset this problem by creating a new set of guideline that is congruent with the culture of Taiwan so that the employees can work efficiently while creating profits for the company. The sales staff should also be trained on how to secure new clientele so the company is not solely relying on existing customers for sales. And finally because SAT is being overlooked and run with the same practices as the
By: Ashok Balakrishnan
Student #: 100415603
Date 11/05/2015
1)Chuck Steinke also noted that Heung was a bit of a loner and didn’t take time to mingle with his colleagues. This was probably due to the cultural difference between the two countries. There was also a problem with leadership and who would help run the business back to making profits as the company is currently not making money. The company had a problem with transferring the title and power to Huang. They were also having problems with the sales personnel. There was also a problem with the pricing of products, equipment and chemicals as employees were not following the guidelines of Normal Sealed Air procedures. Another problem was Taiwan’s poor economy. When Bob Kayser first arrived in 1991, he noticed that there was little information on historical sales, the current state of business, and what people were doing. The major issue here is the fact that there will be a clash of cultures since the headquarters in the USA has a different business culture and climate than the Sealed Air Taiwan Company.
2)The can fix the problem with leadership by having Kayser take part in a business culture training programmes, so he can better understand how to run a business in Taiwan, this will also help to connect with his employees, while reducing the cultural differences with both parties. Another issue was the loss of profit for the company. This was due to the fact the employees were not following the original guidelines set by the US location. The can offset this problem by creating a new set of guideline that is congruent with the culture of Taiwan so that the employees can work efficiently while creating profits for the company. The sales staff should also be trained on how to secure new clientele so the company is not solely relying on existing customers for sales. And finally because SAT is being overlooked and run with the same practices as the