Jerry Michaels, a retired entrepreneur from Australia, found an opportunity to develop a lawn bowling facility in Bali. The Komodo Dragon Resort (KDR) had two unused and neglected tennis courts that offered a space that would be ideal for a lawn bowling facility. The resort had suffered with poor occupancy during the pandemic, but by 2023, predictions were favourable for increasing occupancy. Thus, Michaels thought he might negotiate a favourable arrangement with the Indonesian owners of the resort, who surely would be interested in rejuvenating the neglected space.<br><br>Michaels soon realized, though, that he was not in Australia anymore and business arrangements in Indonesia were not quite as tidy and neat as he was accustomed to. Was there a path for Michaels through the shifting conversations and personal interests that were characterizing these negotiations or did the nature of doing business in Bali pose too much of a risk for Michaels’s investment?
In 2019, an American couple were travelling the world when they settled in Bali and were employed by Spice Island Cruises (SIC). At the time, SIC was controlled by a venture capitalist who ignored local Indigenous business traditions and measured success with short-term key performance indicators. A collision between the Western and Indonesian organizational cultures resulted, and following a crisis meeting of SIC partners, the venture capitalist sold his share in the company. The American husband was appointed general manager and had only two weeks to prepare an action plan for SIC before taking over. What strategy should he follow to restore the company's reputation and employees' trust and to develop a successful future?
In 2019, an American couple were travelling the world when they settled in Bali and were employed by Spice Island Cruises (SIC). At the time, SIC was controlled by a venture capitalist who ignored local indigenous business traditions and measured success with short-term key performance indicators. A collision between the Western and Indonesian organizational cultures resulted, and following a crisis meeting of SIC partners, the venture capitalist sold his share in the company. The American husband was appointed general manager and had only two weeks to prepare an action plan for SIC before taking over. What strategy should he follow to restore the company's reputation and employees’ trust and to develop a successful future?
In 2015, a Shanghai businessman contacted the director of ObiSoft, an American software company, to request becoming the company's partner in China. Over the next two years, they proceeded to develop the partnership and grow ObiSoft's business in China. The Shanghai businessman became ObiSoft's partner and master reseller in China. In 2018, the Shanghai businessman proposed moving the company's research and development on software to China, and ObiSoft scheduled an August 2018 board meeting to discuss this issue. What should ObiSoft's board decide regarding the company's software development and future in China?
In 2015, a Shanghai businessman contacted the director of ObiSoft, an American software company, to request becoming the company’s partner in China. Over the next two years, they proceeded to develop the partnership and grow ObiSoft's business in China. The Shanghai businessman became ObiSoft’s partner and master reseller in China. In 2018, the Shanghai businessman proposed moving the company's research and development on software to China, and ObiSoft scheduled an August 2018 board meeting to discuss this issue. What should ObiSoft’s board decide regarding the company’s software development and future in China?
An executive at a North American-based multinational company contacted an old friend and former business associate in Indonesia in hopes of collaborating with him to purchase Asian software companies. After several emails, the two disagreed and disengaged. The North American declined the Indonesian’s advice to invest time in developing the relationships required to access this market. Three months later, after realizing he had closed the door on a huge and growing market, the North American again contacted his Indonesian associate. He realized that his North American style of negotiation was ineffective in this market and that the Asians had their own preferred approach. He planned a phone call to Indonesia to try to restart the process. What style of communication should he use this time in an effort to generate a better understanding and success?
An executive at a North American-based multinational company contacted an old friend and former business associate in Indonesia in hopes of collaborating with him to purchase Asian software companies. After several emails, the two disagreed and disengaged. The North American declined the Indonesian's advice to invest time in developing the relationships required to access this market. Three months later, after realizing he had closed the door on a huge and growing market, the North American again contacted his Indonesian associate. He realized that his North American style of negotiation was ineffective in this market and that the Asians had their own preferred approach. He planned a phone call to Indonesia to try to restart the process. What style of communication should he use this time in an effort to generate a better understanding and success?
In August 2015, a law student in Singapore came up with the idea for his first scooter when he needed a simple and economical mode of transport to get from his apartment to university. The student, who was Norwegian, and his Singaporean partner registered and incorporated Skutis Corporation Pte Ltd (Skutis) within only five days. The Skutis e-scooter emitted no fumes or noise and featured a quick folding design for easy storage. As new entrants in the industry, they felt confident that their combined study skills (law and business) would help them design and produce a more durable and dynamic scooter than those currently available. However, by April 2017, Skutis had already encountered major difficulties dealing with a Chinese manufacturer of its products. After 20 months of experience in the market, the two entrepreneurs were planning their company's strategy for the future. Having experienced the lows and highs of the Chinese production market, they were searching for ways to make their business more profitable and develop a long-term trustworthy relationship with a reliable manufacturer who would produce their designs.
In August 2015, a law student in Singapore came up with the idea for his first scooter when he needed a simple and economical mode of transport to get from his apartment to university. The student, who was Norwegian, and his Singaporean partner registered and incorporated Skutis Corporation Pte Ltd (Skutis) within only five days. The Skutis e-scooter emitted no fumes or noise and featured a quick folding design for easy storage. As new entrants in the industry, they felt confident that their combined study skills (law and business) would help them design and produce a more durable and dynamic scooter than those currently available. However, by April 2017, Skutis had already encountered major difficulties dealing with a Chinese manufacturer of its products. After 20 months of experience in the market, the two entrepreneurs were planning their company’s strategy for the future. Having experienced the lows and highs of the Chinese production market, they were searching for ways to make their business more profitable and develop a long-term trustworthy relationship with a reliable manufacturer who would produce their designs.
Between 1999 and 2017, the Roaring Dragon Hotel (RDH) evolved from a state-owned enterprise (SOE) into a modern, market-driven 5-star accommodation provider, experiencing a combination of market economy and privatization forces. Its initial operations under the new status progressed from the poor performance and management practices of China’s planned economy to a portfolio of operational and strategic reforms that saw it become semi-privatized in 2005, and a fully privatized 5-star accommodation provider by 2017. On the surface, this model of evolution would make any Chinese national proud. However, what was perceived from the outside did not necessarily reflect what was occurring within. Market evolution had produced complex challenges related to employee loyalty, competition, internal resistance to change, promotion prospects, management, and the continuation of questionable practices. What changes should management make in the second half of 2017 to continue the hotel’s transition to a modern global hotel, turn around its declining revenue, and improve its competitive outcomes?
Between 1999 and 2017, the Roaring Dragon Hotel (RDH) evolved from a state-owned enterprise (SOE) into a modern, market-driven 5-star accommodation provider, experiencing a combination of market economy and privatization forces. Its initial operations under the new status progressed from the poor performance and management practices of China's planned economy to a portfolio of operational and strategic reforms that saw it become semi-privatized in 2005, and a fully privatized 5-star accommodation provider by 2017. On the surface, this model of evolution would make any Chinese national proud. However, what was perceived from the outside did not necessarily reflect what was occurring within. Market evolution had produced complex challenges related to employee loyalty, competition, internal resistance to change, promotion prospects, management, and the continuation of questionable practices. What changes should management make in the second half of 2017 to continue the hotel's transition to a modern global hotel, turn around its declining revenue, and improve its competitive outcomes?
Bali Hai Cruises had grown from a start-up company in 1990 to become a thriving multimillion-dollar business in 2017 that employed 460 people on the Indonesian islands of Bali and Lembongan. This solid and consistent business development took place despite a business environment and government that had not always been friendly and positive toward foreign investors. What critical factors brought success to this tourism-based company in such a challenging market? What behaviours and strategies had Bali Hai Cruises followed to build trust, deliver on performance, and resolve challenges in developing this vertically integrated company? The company now faced new challenges in terms of an aging leadership and workforce, the continuing need to manage and maintain its working relationships with the Indonesian government and the harbour authorities, the rapidly developing information technology capacity of the marine tourism industry, and the potential of growing competition. What strategies could Bali Hai Cruises implement to continue its success and growth in 2018 and beyond?
Bali Hai Cruises had grown from a start-up company in 1990 to become a thriving multimillion-dollar business in 2017 that employed 460 people on the Indonesian islands of Bali and Lembongan. This solid and consistent business development took place despite a business environment and government that had not always been friendly and positive toward foreign investors. What critical factors brought success to this tourism-based company in such a challenging market? What behaviours and strategies had Bali Hai Cruises followed to build trust, deliver on performance, and resolve challenges in developing this vertically integrated company? The company now faced new challenges in terms of an aging leadership and workforce, the continuing need to manage and maintain its working relationships with the Indonesian government and the harbour authorities, the rapidly developing information technology capacity of the marine tourism industry, and the potential of growing competition. What strategies could Bali Hai Cruises implement to continue its success and growth in 2018 and beyond?
In 2014, the general manager and a director of an Australian building company were seeking an outside investor to provide the company with the needed resources to recover from a disastrous takeover. The two found such an investor in a Chinese entrepreneur and Sun Tzu master based in Hong Kong. To the shock of those involved with the Australian company, the Chinese investor used Sun Tzu war strategies to take over and destroy the smaller Australian company, while flouting ethical business practices and Australia's standards of corporate governance.<br><br>The Australians' naïveté and their desperate need for capital made the investor's tactics possible. With the benefit of hindsight and omniscient narration revealing the thoughts and actions of both parties, students can evaluate how the events in the case led to the shocking conclusion in 2015, leaving a shell of a company worth penny stock.
In 2014, the general manager and a director of an Australian building company were seeking an outside investor to provide the company with the needed resources to recover from a disastrous takeover. The two found such an investor in a Chinese entrepreneur and Sun Tzu master based in Hong Kong. To the shock of those involved with the Australian company, the Chinese investor used Sun Tzu war strategies to take over and destroy the smaller Australian company, while flouting ethical business practices and Australia's standards of corporate governance. The Australians' naivete and their desperate need for capital made the investor's tactics possible. With the benefit of hindsight and omniscient narration revealing the thoughts and actions of both parties, students can evaluate how the events in the case led to the shocking conclusion in 2015, leaving a shell of a company worth penny stock.