Since Its Creation In 1958 The National
It designs, makes and sells home appliances such as refrigerators and washing machines around the world. Early inHaier acquired the home appliances business in Japan and southeast Asia of its long-term Japanese joint-venture partner Sanyo, in order to help it challenge dominant companies in those markets directly. Challenges: In addition to addressing potential national cultural differences and retaining Sanyo employees after the acquisition, Haier wanted to extend to the Japanese workers the company wide management system that Mr Zhang had put in place in This enables them to understand and respond to local conditions.
The system also allows outstanding younger employees to be promoted over longer-tenured colleagues. In addition, he was already working with many of the Japanese employees at the Haier-Sanyo joint venture. Mr Du adopted a pragmatic approach to achieve buy-in from his Japanese team.
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First, the Japanese staff felt uncomfortable expressing their ideas and opinions as openly as Naational Du wanted, so he devoted click at this page efforts to communicating informally. This involved lots of meetings and going for drinks after work for more than two years. Mr Du allowed enough time for everyone to understand the Haier system. For example, when the Japanese workforce disagreed with the plan for bonuses for individuals instead of teams, the allocation was deferred until the rationale was understood and certain issues had been clarified.
His approach was similar when Haier wanted to promote junior workers above senior colleagues and to draw up individual sales targets contracts for salespeople. Again, Mr Du took care to explain why; he also implemented the new system on an individual basis so that workers would sign contracts only once they had understood and accepted them. Mr Du demonstrated the new way he wanted Since Its Creation In 1958 The National to work while they were still technically employees of Sanyo. When the sales team presented him with a sales target of Y7bn, they listed the obstacles to achieving higher figures.
The team Sunce up with creative answers that included starting the design and manufacture of new products before the takeover officially happened.
Not only did they raise the target to Y35bn but the Japanese workers learnt how Haier wanted them to use their initiative. So far, they have met Nqtional targets. Findings: While companies are usually advised to respect local cultures after a cross-border acquisition, that does not mean simply imitating local practices.
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Finding ways to implement a strategy and management structure in a culturally sensitive way is a continuing process that requires time and lots of communication. Thanks for installing the Bottom of every post plugin by Corey Salzano. Contact me if you need custom WordPress plugins or website design.]
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