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2018?6?
Contents

Case 1 HCPS-Communication 1
Case 2 Zumo - creating a global brand 5
Case 3 Getting to know you 9
Case 4 Camden FC 13
Case 5 Office attraction 17
Case 6 Suprema Cars 21
Case 7 KGV Europe 25
Case 8 The new boss 29
Case 9 Vision Film Company 33
Case 10 Hermes Communications 36
Case 11 Game over 40
Case 12 Zenova 45
Case 13 Bon Appetit plc 48
Case 14 Yedo Department Stores 51
Case 15 Working for Logistaid 55
Case 16 Training at SmileCo 59
Case 17 Konopnicka Airport takes off 63
Case 18 Energy saving at supersun 67
Case 19 Delaney: call-centre absenteeism 71
Case 20 Stitch Wear clothing 75
Case 21 Cost-cutting at Erstaunliche Autos 79
Case 22 Mobi-net:it's their call 84
Case 23 The company makeover 88
Case 24 Improving the online experience 93
Case 25 Copisistem: the next step 97
Case 26 Leatty Shanghai: A construction project 101

Case 1 HCPS-Communication
[pic]
> Objectives
In this case study, Students are required to look at the communication
problems in a Swiss private health care organisation, which has just been
taken over by Sanicorp, another health care organisation, and suggest
solutions.
> Tasks for Students
1. Read the e-mails sent by Gloria Richter, Oiffice Manager, and by Ursula
Krieger, Sales Director, and consider what the most important problem
mentioned in the e-mails?
2. You are members of Desiree Roland Consultants. Make a list of all
communication problems in order of importance. Then rank the problems in
order of importance. What actions do you suggest to solve the communication
problems? Which actions should be taken immediately, in the near future or
later in convenient? And Which actions will require a lot of investment,
some investment or very little investment?
3. Listen to some typical comments of the interviewed staff talking about
the communication problems and find out what they are according to each
category.
> Background Information
|Company |HCPS |
|Activity |Private health care |
|Based in |Geneva, Switzerland |
|Changes in |More centralised. More decisions made by top |
|structure |management at head office. |
|since the | |
|takeover | |
|Gloria |1. Staff receiving too many e-mails, many of which |
|Richter's |they don't need to be sent. 2. Checking and sorting|
|e-mail to |these is preventing them from getting on with their|
|Gunther |real work. |
|Schmidt |3. Staff lounge has been taken away and her staff |
| |don't have the opportunity to meet people from |
| |other departments any more. |
|Key points of|1. Middle managers confused about who to report to.|
|Ursula | |
|Krieger's |2. Planned reorganisation hasn't happened yet so no|
|e-mail to |one knows what's going on. |
|Chris Wright |3. No one will take responsibility for authorising |
| |financial payments- department heads unhappy that |
| |they can't get a quick answer when they need to |
| |spend money. |


> Problems
|Type of |Description of problem |
|problem | |
|Organisation |Staff concern about forming new teams. |
|Documents |Are too many reports required? Are the contracts |
| |with customers too complicated? |
|Location of |The distance between buildings is creating |
|premises |communication problems |
|Customer |Communication problems caused a loss of an |
|relations |important customer. Staff dealing with customer |
| |relations want more money for more |
| |responsibiiity/duties. |
|Other |Lack of trust in management. Flexitime unpopular |
|problems |with one member of staff. |


Audio scripts
< Johannes Muller: They want us to form new teams with staff we don't know
and have never met before. They say we'll be more productive, but they
don't tell us why. It's a stupid idea, this re-organization. What's the
point? Another thing, the management want our admin staff to look after
customers better, they tell staff, 'Be more proactive, ring customers up
more regularly, find out if they have any problems, establish a real
relationship with them. That's fine, but the staff expect more money for
more work, and the management have kept quiet about that. No one trusts
the management any more.
< Karin Graf: Last month, a director asked me to go abroad to try to hook
a potential customer. 'It was urgent,' he said, 'drop everything.' I
called our admin staff.-she was called Helen-and asked her to tell a
couple of big customers that I wouldn't be back until the following
week. She didn't do it; one of the customers go really angry and
cancelled his subscription. I reckon we lost half a million Euros on
that one. I had a go at Helen. All she said was, 'I forgot, I was just
too busy.' What could I say? Another point, why do I now have to write a
report every two weeks, saying what I've been doing and what we've
achieved? It's sent to all the top management but I never get any
feedback from them. If you ask me, no one reads the reports; it's just a
bit of red tape.
< Caroline Eastman: Customers constantly complain I don't explain their
medical schemes correctly, and they get upset when they find out that
the treatment's not covered by our contract. I think I'm good
communicator, I'm very persuasive. I explain the main points in the
contract, and then let them go away and think it over. But, trouble is,
we have so many different kinds of schemes tailored to every private
customer's needs. And the policies are always being revised. I do my
best but the customer only hears what they want to hear, know what I
mean. We need three basic medical schemes, keep it simple, that's what I
say.
< Peter Ellis: It was a big mistake to move to these new premises outside
the city. The administrative staff are in one building and all the other
department are in another, over a kilometer away. That's too far. A lot
of internal post never arrives or it goes to the wrong department or is
late. And that costs us money because we don't deal with customer
complaints quickly enough.
< Oona Daniels: I'm not happy at all. It looks as if we're going to lose
flexitime. The unions are against it, but the management insist it's
stopping us providing a good service for our customers. I don't
understand it. I have to take the kids to school, like lots of other
people in our department. What am I going to do now if I have to work
normal hours?
> Brainstorming and decision-making
Possible solutions:
Staff should check e-mails at fixed times throughout the day, e.g. early
morning and late afternoon only.
'Get together' meetings and social events should be held so that staff from
the two sides of the organisation (HCPS and Sanicorp) can get to know each
other better.
The management should consider giving more authority and decision-making
power to middle managers, i.e. decentralise the management route.
HCPS could produce a new, revised organigram/ organisation chart so that
reporting procedures are clear.
The management could consider setting up a staff lounge for informal
communication between staff or consider other ways of developing informal
communication, e.g. staff outings, encouraging managers to meet staff after
work, etc.
6. The management could review their policy concerning flexitime, following
a survey of staff attitudes.

> Assignment for students
Writing
Students write an e-mail from the management consultants detailing their
recommendations.
This should:
-inform the management of HCPS that the research and analysis has been
completed;
-briefly describe the communication problems uncovered -outline the
recommended plan of action.

Case 2 Zumo - creating a global brand
[pic]
A multinational company based in Spain wants to develop one of its existing
products, currently sold only in Europe, for the global market.

> Objectives
In this case study, Students are required to work out the company results,
future plans and competitive advantages, and think of the Zumospa's plans
to globalise.
> Tasks for Students
1. Read the key features and background of Zumo and listen to the Ricardo
Gonzales, Zumospa's President, and take notes on the company results,
future plans and compatitive advange, as well as the ingredients of Zumo
and its properties.
2. Brainstorming: You are members of the Marketing Department of Zumospa.
Work in groups and brainstorm the points listed in the rough notes. Then
select some of the best suggestions for further study. (Divide the class
into small groups of three or four. Explain the purpose of the
brainstorming session and remind them that they shouldn't spend too long on
each point