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ART. 5 What Is A Global Manager

ART. 5 What Is A Global Manager. By: Grace Xia Postdoctoral of Fudan University Associate Prof. of Shandong University E-mail: grace.xia@sdu.edu.cn. Preface. I. Two unsuccessful cases: Corning, ITT global business managers

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ART. 5 What Is A Global Manager

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  1. ART. 5What Is A Global Manager By: Grace Xia Postdoctoral of Fudan University Associate Prof. of Shandong University E-mail: grace.xia@sdu.edu.cn

  2. Preface I. Two unsuccessful cases: Corning, ITT global business managers II. Factors for country or regional managers success worldwide functional managers III. Transnational company can build three strategic capabilities. IV. Three groups of specialists

  3. Part I The Business Manager: Strategist + Architect + Coordinator I. Responsibility and goal strategist II. Three roles architect coordinator III. Case: Leif Johansson in Electrolux brief introduction

  4. Products in China www.electrolux.com www.electrolux.com.cn kitchen laundry cleaning small household air conditioner appliances

  5. Austria Starting out with a single vacuum cleaner, after 80 years of innovations and acquisitions, The Electrolux Group today is a global leader in home appliances and appliances for professional use. How it all started spotted a vacuum cleaner in a shop window. "There should be one of these in every home," he said to himself. The rest, as they say, is history. This documentary film follows the company from a businessman's revolutionary idea to market vacuum cleaners door-to-door to today's global appliance business. The Lux 1 - The first vacuum cleaner Collaboration between Lux and Axel Wenner-Gren begins About 90 years ago, while walking through the streets of Vienna, Austria, Axel Wenner-Gren,. The first vacuum cleaner, the Lux 1, is produced at Lilla Essingen. Axel Wenner-Gren becomes the agent for Lux in Germany, United Kingdom and France. The absorption refrigerator Swedish engineering students, Baltzar von Platen and Carl Munters, present a sensational invention - a machine that produces cold through heat using a new and brilliant application of the absorption process.

  6. Facts about Electrolux ＊A global leader in household appliances and appliances ＊Selling more than 40 million products to customers in more than 150 markets every year ＊ Focuses on innovations that are thoughtfully designed, based on extensive consumer insight, to meet the real needs of consumers and professionals ＊In 2008, Electrolux had sales of SEK 105 billion and 55,000 employees (Swedish Krona, 瑞典克朗）

  7. I) Acting as a strategist a. strategy review by the task force What’s localness in customer’s opinion? b. new strategy: Electrolux conservative two full-line consumers cut across regional brands Zanussi trendsetters many yuppies brands into: local brands in two market segmentation environmentalists

  8. localized brand respond to the specific needs c. benefit in target market gain economies of scale in some similar markets II) Acting as an architect a. How to work as an architect? b. 1st step: one product, one facility c. 2nd step: upgrading and tailoring existing facilities d. benefit

  9. III) Acting as a coordinator a. It’s necessary to coordinate across borders. b. How to coordinate product flow by Leif Johansson? establishing broad sourcing policies and transfer-pricing range c. Coordination is managed through teams: brand-coordination group product-line boards 1992 group d. Manager should have great administrative and interpersonal skills.

  10. e. Mistake in many traditional multinational companies Part II The Country Manager: Sensor + Builder + Contributor I. Role of country manager II. Negotiation resolves the differences between country manager and global business manager. III. National subsidiaries are hothouses of entrepreneurship and innovation. cases: a. Philips: product development b. Unilever: product-marketing strategy

  11. sensor IV. Three vital builder roles contributor V. Case: Howard Gottlieb in NEC Switching-Systems Subsidiary in U.S.A. I) Acting as a sensor a. How to work as a sensor?

  12. b. Product: NEAX 61 digital telecom switch Problem: early sales in American market didn’t meet expectations. Reasons: Difficulties Gottlieb must conquer: How Gottlieb conquered the difficulties? II) Acting as a builder Created a software-development group III) Acting as a contributor

  13. Part III The Functional Manager: Scanner + Cross-Pollinator + Champion I. Huge benefit gain by linking the specialists II. Require the skill to transfer and connect scanner III. Three roles cross-pollinator champion IV. Acting as scanner Case: Wahib Zaki as R & D Manager in P & G

  14. Part V The Corporate Manager : Leader + Talent Scout + Developer I. Manager is required with diverse skill. leader II. Three roles talent scout developer III. Case: Floris Maljers in Unilever IV. Biggest constraint in most globalization efforts: shortage of qualified manager V. How to nurture it?

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