Case study案例分析
跨文化交际案例分析
跨文化交际案例分析 LEKIBM standardization office【IBM5AB- LEKIBMK08- LEKIBM2C】Case Study 1 Age and Status两位同事的矛盾使一家数据处理公司的总经理遇到了麻烦。
一方是一位踌躇满志的法裔加拿大小伙子，另一方是一位有特许签证的年长的中国女性，而此前两人确实很好的合作伙伴…..Case description:A manager in a data-processing company was having difficulty dealing with a conflict between a young, ambitious French Canadian male and his co-worker, an older Chinese woman who was on a special visa from China. She had recently become uncooperative and had made it clear to the manager that she would not be willing to travel to the capital with her co-worker to hold discussion with legislators about a new product with great enthusiasm.When the manager asked her what the problem was, he received no clear explanation. When he asked her co-worker, the young man had no insights to offer. The young French Canadian was clearly annoyed, however, that the Chinese woman was refusing to share her data with him. That meant he couldn’t make the presentation to the legislators because she had all the key data on her computer disks.The manager repeated questions to her but her “problem” got nowhere. So he changed his approach. He began explaining his concerns, as manger and as spokesperson for the company, about the upcoming meeting with legislators. His explanation about his position was unemotional. In that climate she then felt she could explain her position. She revealed she felt that that as an older, and to her mind, more senior person, she should not be sent to the capitol with a younger employee who would do the presentation of material she had worked hard to develop. That would diminish her status, she felt. The general manger knew the root of his headache.Questions:1．What do you think caused the conflict?2. What would you do to resolve the conflict if you were the general manager?矛盾冲突这位年长的中国女士投入极大的热情和精力开发产品．却在最后的关键时刻拒绝与年轻的同事一同去向议员做推介：当经理和同事问其原因．她并未做任何明确的回答：而当经理改变策略，不再直接询问原因，而是迂回地讲起自己的困境时，她才道出自己的顾虑。
案例分析-case study(学员)
案例分析：客房VIP服务场景：管家部楼层工作间。
30名来自美国的VIP客人在2小时后就要抵店入住了，总台排房及客房打扫整理工作已经完成，15个房间安排在10-12楼。
一个星期前才转到开元名都的新任行政楼层领班李磊正在工作间中对楼层服务员下达客人入住前的工作指令，这是他在名都这里的第一次VIP接待任务。
李磊: 现在，我希望所有人都仔细听好。
大家知道，这次是我来名都后和各位合作的首次VIP 接待工作，这次接待对我而言非常重要，希望能留给客人和领导一个好印象。
小王: 我们一定会支持配合，领班！李磊: 好的，小王。
我希望你们所有人都要做到以下几点。
首先，检查10-12楼的过道和VIP 房间有无清扫干净，房间内所有设施OK，VIP标准布置都已到位。
然后，所有人要保证在自己负责的楼层，保持时刻的关注。
小王: 我们已经核对过楼道和客房了。
李磊: 好的。
正像我刚才所说，核对你自己负责的工作区域。
检查鲜花摆放。
我要检查每一个送进客房的鲜花和欢迎茶的准备。
小王: （小声嘀咕）不会吧，他怎么回事，难道都不相信我们吗？李磊: 我希望你们一定要遵守我贴在每个楼层工作间的VIP服务流程。
什么问题吗？没有？好吧。
各自回楼层。
我马上跟过去。
1．李磊采用的是哪种领导风格？你如何做出这个判断？2．这种领导风格在这里是否匹配？如果不匹配，为什么？3．采用这种领导风格可能会有怎样的结果？4．对于这样的情况，你觉得如何处理更为合适？新的一年孕育着新的希望，我希望我们每一位员工都能认清当下形势，积极提高意识，认真落实到行动，对工作能够充满信心，充满激情，这种激情首先源自于对这份工作的看中对你团队的信任，如果你不信任团队，不重视工作，每天来上班消耗生命都是一种折磨，但相反，对工作积极，对团队信任，自己的心情也能好上许多，同样是干活同样是挣钱为什么不给自己创造一个愉悦点的环境呢。
希望大家对我们的集体有信心，我们的集体比起同行很多集体好太多了，你们也可以出去对比看看，真的是没有对比没有伤害。
scqa案例范文
scqa案例范文Case study analysis (SCQA) focuses on breaking down a problem or situation into different components for thorough examination and understanding. 案例分析(SCQA)着重于将问题或情况分解为不同的组成部分，以便进行彻底的审查和理解。
Looking at the case study from the perspective of the current market trends, it is crucial to analyze the external factors influencing the business and the industry as a whole. 从当前市场趋势的角度来看案例研究，分析影响业务和整个行业的外部因素至关重要。
On the other hand, the internal workings of the company must also be thoroughly evaluated to understand how the organization operates and how it may be contributing to the problems at hand. 另一方面，公司的内部运作也必须进行彻底评估，以了解组织如何运转，以及它可能如何导致手头的问题。
Moreover, the case study should delve into the customer perspective to understand their needs and preferences, which can help in identifying potential solutions to improve customer satisfaction. 此外，案例研究应该深入了解顾客的角度，以了解他们的需求和偏好，这有助于确定改善客户满意度的潜在解决方案。
玛氏面试案例分析题及答案
MARS Interview(Case Study section)Case 1: Coffee ShopThe ProblemA friend asked me if I wanted to buy his coffee shop for $100,000. Do you think I should do it?Information GatheringRead this information well before you give the case. Share this information in each bulletonly if the candidate asks for it in a clear and deliberate way. Location: The coffee shop is in Vail, ColoradoProducts/Prices:Cup of coffee, $4.00Bottled Water, $2.00Pastries, $3.00Variable Cost:All products have a 50% marginCustomers:The shop serves mostly locals, not tourists, so demand is consistent throughout the yearOther Costs:Rent was $500 per monthWages (for 2 employees) were $8.00 per hour.The shop is open 12 hours a day, six days a weekTell the candidate that he can assume that the coffee shop will bring in consistent profits.AnalysisThis is a valuation question. So to get the value of the coffee shop we need first to get theprofitability.RevenuesEstimate market size.Assume that the coffee shop gets 10 customers per hour in slow hour and 20 customersper hour in a busy hour. The first and last 2 hours of the day are busy hours. So the coffeeshop gets 20x4 + 10x8 = 160 customers/day.If we assume all the hours as busy hours on Saturday, then we have 20x12=240 hours on Saturday.Number of customers / week = 160 x 5 + 240 x 1 = 1040Number of customers / year = 1040 x 50 = 50,200Assume 60% of customers order coffee, 30% order pastry, and 10% order a bottle of water, then the spend is:50,000 x 60% x 4 + 50,000 x 30% x 3 + 50,000 x 10% x 2 = $175,000Fixed CostsRent = 500 x 12 = $6,000Wages = $8 x 12 x 6 x 50 = $30,000We can also make assumptions about utilities and insurance.ProfitsProfits = 175,000 x 50% - 36,000 = $52,500Assume a 40% tax rate:Profits after tax = 52,500 x (1-40%) = $31,500ValuationIf we assume that the coffee shop is in operation for 5 years and we use a 10% WACC, then its value would be:Value = 31,500 + 31,500/ 1.1 + 31,500/1.1^2 + 31,500/1.1^3 + 31,500/1.1^4 = $131,000ConclusionAs long as the sales would be consistent for the rest of the 5 years, it would be profitable to buy the coffee shop. Further analysis could be done on the management experience and the competition to ensure that sales would be consistent.Case 2: HEALTHThe ProblemA US health care provider suffered a profit decline last year. You are hired to solve this problem.Information GatheringRead this information well before you give the case. Basic information shouldbe given as the candidate asks for it, but the rest of the interview is very directive. The candidate is supposed to follow the direction and do the math confidently. The interview style is pleasant and helpful.Background Information• The key revenues come from commissions.• H Health signs contracts with patients and provides medical services.• H Health has 300 contracted physicians.• A “referral” is necessary if certain medical treatment/service can’t be provided by Health’s contracted physicians.Question 1: How would you approach this problem?Answer:Profit = Revenue – Cost= No. of patients * (unit price – variable cost) – fixed costThe candidate can be creative to come up with possible reasons for revenue decrease andcost increase. Some examples –Revenue declined:-number of patients dropped-unit price dropped-competition grew their market shareCost increased:-VC: number of visits increased (e.g. major flu), per person cost increased (e.g. cost ofthe medicine), referral cost increased-FC: physician’s salary increasedQuestion 2: Competitor analysis – why is our referral cost higher than the competitor?H Health SunshineNumber of patients 300,000 500,000Referral cost $20 (per member, per month) $15 (same)Answer: (again, the candidate is encouraged to be creative)- Economies of scale- Lower administration costs-More contracted physiciansQuestion 3: Assuming none of the contracted physicians have the specialty of cardiology, estimate the number of referrals per year for cardiology based on thefollowing information:Number of patients: 300,00020% of the total population is > 65 years old, and 30% of them need treatmentFor the rest of the population, there’s a 10% chance for them to require the treatmentThe treatment usually requires 5 visits to the doctor per year.Answer:>65 years = 300,000*0.2*0.3 = 18,000<65 years = 300,000*0.8*0.1 = 24,00042,000*5 times/year = 210,000 (times/year)Question 4: The actual number of referrals is 300,000. Why is it higher than the estimate?Answer:population-They underestimated the number of visits per year-More demanding patients ask to be referred even if they don’t have such issues-Physicians refer non-cardiology patients because they don’t want to take the risk and are not motivated to provide services even if they are capable Question 5: How much does the number of referrals have to decrease in order to justify following incentive plan to encourage contracted physicians to be more responsible?Incentive plan:Bonus: $100,000 / year to top 10 physicians with the lowest referral rate Training: $1,000,000Referral cost: $200 per referralCurrent no. of referral: 300,000Answer:Total cost = 2,000,0002,000,000/200 = 10,000Question 6: If the incentive plan can reduce the number of referrals by 5% for yearone and 2% for year two, what is the total saving?Answer:Y1 = 300,000*5% = 15,000Y2 = (300,000 – 15,000)*2% = 5,700Total saving = (15,000 + 5,700)*$200 - $2,000,000*2 = $140,000Question 7: Apart from Cardiology, how can H Health improve the number of referrals in general?Answer:-Increase training to improve physician’s capability-Extend the incentive program to other departments-Improve the quality of relationship with the patients and build up the trust-Improve/remove physicians who are outliers with extremely high referral rate -Increase the no. of contracted physicians-Partner with other health care provider to lower referral costConclusionAccording to the example of cardiology, H Health should improve its profitability by lowering the referral cost. H Health can• reduce the number of referrals, and/or• reduce the cost per referral。
英语论文案例分析-casestudy
英语论文案例分析-Case study英语论文案例分析:Case studyCase1The ChaoZhou Calen Fashion Company Ltd’ is a private midsized firm located in the edding dress ton —Chaozhou China, ith the area of 1500 square meters. Its produces are mainly of varieties of beading, machine embroidery, and movable floers decorated edding dresses and evening dresses. The firm is a private enterprise but registered as a tonship collective enterprise in 1988 due to policy reason. It produced evening and edding dress for a foreign trade firm in Shanghai exporting to the Japan market. The export share of the firm has alays been close to 100 percent due to heavily dependent on OEM, i.e. producing for other firms and brands. Mr. Cai, one of the shareholders of Calen Fashion, joined Calen Fashion in 2006. He has been orked for a large-scale import and export pany for 5 fears mainly engaged in the field of evening dressing .During that time, he accumulated export experience and overseas customers resources. In 2006, he met the factory manager Mr. Wang through orking relationship. After several times contact, Mr.Cai decided to cooperate ith Mr. Wang to run Calen Fashion together. Mr.Cai used his knoledge and experience to obtain theself-export right for Calen Fashion and registered an on brand for domestic market in 2006. From 2016, the firms obtained export rights and started to accept orders also from the US and Canada hich are mostly introduced by Mr. Cai. Japan still accounts for 60 percent of the export, but is decreasing. The full focus of Calen Fashion has been OEM for the international market, thereby having close to 100 % export. In 2006, the pany registered an on brand for the domestic market, hich no accounts for 5 percent of the sales.Case2Skyline Architecture FirmThe Skyline Architecture Firm is a private midsized architecture design firm located in Beijing. The firm as established in 2003, firstly undertaking project design and urban planning for domestic realty panies. According to Chinese construction regulation, foreign architecture pany ho involved in construction project in China should choose a Chinese architecture firm as a coordinator. From the beginning, through business and personal connections, the firm got many opportunities to ork ith foreign design firms in China’s project. In 2006, the firm started the first overseas project in Qatar, cooperated ith Chinese Construction Company to provide the conceptual design for Qatar clients. From then on, skyline architecture firm try to engage in international architecture petition to explore international market. Hoever, the main customer is still in China. In 2016, through an old business partner, ho orks as the project manager in a Vietnam realty pany, skyline architecture firm obtained their second overseas project. Until 2016, the firm’s overseas turnover accountfor 5% of total revenue.Mr. Chen, the intervieee, is a co-founder of the firm. He has been orked for one of the biggest state oned Architecture Design Research Group. The other partner, Mr. Cui, has been orked in Hong Kong for 5years. They set up skyline in 2003 and focused on cater to domestic realty pany. Mr. Chen said most of the ne customers introduced by business netork.Case3The ‘Shunyi Jiahua Ganment Company Ltd’ is a tonship garment process factory located in Beijing. The pany as established in 1998 and is producing apparel of cotton, ool, silk, etc., e.g.leisure shirts. The firm as established in 1998 and until 2001 it as a tonship enterprise attached to Dahua Garment Company Ltd., hich is one of the biggest state oned garment factories in Beijing. Dahua Ganment subcontracted its foreign orders to cooperative process factories, Jiahua Ganment as one of them. In 2001, China abolished the export a system gradually since the entry in the World Trade Organization . Dahua start to lose its advantage because the pany used to get export a as a state oned enterprise from Chinatex Corporation, hich is alarge-scale state-oned group corporation engaging production and trade of ra materials, textiles and garments. Under the circumstances, Jiahua started to seek orders from other trade or agent panies to make up the shortage order from Dahua. In 2006, Jiahua separated from Dahua Garment officially and kept on OEM for the international market. The export share of the firm has alays been to 100 percent by indirect export. Their products mainly for European clothing brand.。
酒店服务案例分析
关心在前，责任在后
• 游泳池边上地面因有水非常滑，总经理立即安排在游 泳池周围全部铺上防滑垫。 • 经查询得知酒店有买意外险，酒店垫付的所有费用可 报保险。（酒店一般会买意外险，如有意外发生可咨 询）
解决问题
• 一名女士到前台要求开房门，前台新员工只核对姓名 无误后就要求服务员给客人开了2303房门，5分钟后， 另一名周小姐到前台投诉未经她的同意，直接让人进 入她的房间，并要求酒店给她个说法，然后客人去游 泳池游泳了。
CASE 1
写错房号
• 前台立即通知大堂副理处理此事，大副给客人致歉， 安抚客人情绪，立即给客人选了一间豪华花园大床房， 做免费升级并赠送水果，先让客人早点休息，第二天 客人在早上退房，前台主管再次给客人致歉并赠送礼 品与免矿水，送客人上车欢迎客人下次再入住我们酒 店
处理
• 前台接待字迹书写不符合部门要求，不够仔细认真; • 在递交给客人房卡时未清楚告知客人房号； • 宾客服务中心核实客人信息时未按正规程序询问，必 须询问客人姓名、房号、还有身份证号码在有必要时 需客人出示本人证件进行核对； • 员工职责不明确；
处理
• 前台新员工未按规定核对客人身份直接为客人开门， 造成严重后果。 • 一定要严格按规定核对身份后才可给客人开房门或给 房号，要做到客人信息的保密性
预防措施
• 酒店经常发生客人投诉事件，在遇到投诉时不要紧张 和着急，要尽量放慢语速心平气和地聆听完客人投诉， 如果是自己可以解决的问题，尽快帮客人解决，如果 超出自己能力范围的应先对客人安抚，并找上司或大 堂副理来解决投诉。
CASE 2
客人自杀
• 保安员的职业敏感挽救了一个生命，阻止了一场悲剧 的发生。若保安员未察觉的客人情绪，未发现客人携 带匕首，后果不敢想象。
英文案例分析
英文案例分析Case Study: Apple Inc.Introduction:Apple Inc. is a multinational technology company based in Cupertino, California. It was founded in 1976 by Steve Jobs, Steve Wozniak, and Ronald Wayne. The company designs, develops, and sells consumer electronics, computer software, and online services. Background:In the early years, Apple focused on producing personal computers like the Apple II and Macintosh. However, the company faced tough competition from IBM and Microsoft. In 1997, Steve Jobs returned to Apple as CEO and embarked on a turnaround strategy that would transform the company into one of the most valuable and recognizable brands in the world.Case Analysis:1. Product Innovation:Apple is known for its innovative products which include the iPhone, iPad, MacBook, and Apple Watch. These products have redefined their respective markets and set new industry standards. The company's focus on sleek design, user-friendly interface, and seamless integration between hardware and software has been instrumental in its success.2. Branding and Marketing:Apple has successfully positioned itself as a brand associated with creativity, simplicity, and lifestyle. The iconic Apple logo, minimalist product design, and marketing campaigns that highlightuser experience have contributed to building a strong brand image. The company also utilizes effective digital marketing strategies to reach its target audience and generate demand for its products.3. Supply Chain Management:Apple has a complex global supply chain that involves sourcing components from various suppliers across the world. The company has implemented a sophisticated supply chain management system to ensure efficiency, quality control, and timely delivery of products. This has allowed Apple to maintain high standards and meet customer demand in a competitive market.4. Customer Service:Apple places a strong emphasis on providing exceptional customer service. The company operates its own retail stores, known as Apple Stores, where customers can receive personalized assistance, troubleshooting, and repairs. Apple's customer service team is known for its expertise and responsiveness, ensuring a positive customer experience.5. Corporate Social Responsibility:Apple has been increasingly focusing on corporate social responsibility initiatives. The company has made commitments to reduce its carbon footprint, use renewable energy, and ensure responsible sourcing of materials. Additionally, Apple has launched various programs to promote education, diversity, and accessibility, such as the Apple Teacher Program and Everyone Can Code.Conclusion:The success of Apple Inc. can be attributed to its focus on product innovation, branding, supply chain management, customer service, and corporate social responsibility. The company's ability to anticipate consumer demands, create iconic products, and deliver a seamless user experience has helped it become a leader in the technology industry. Apple's commitment to sustainability and social impact also demonstrates its dedication to long-term success and positive societal change.。
Starbucks Case Study 星巴克案例分析
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Team one:
Sani Adamu Umar Claire Xi Yichen Cookie Yang Yuxue Kursad Konat
Tuesday, July 21, 2015
1
Tuesday, July 21, 2015
Tuesday, July 21, 2015
7
Bidding process
On 6 July 2005, the final selection was announced at the 117th IOC Session in Singapore. Moscow was the first city to be eliminated, followed by New York and Madrid. The final two contenders were London and Paris. At the end of the fourth round of voting, London won the right to host the 2012 Games with 54 votes to Paris' 50. The celebrations in London were short-lived, being overshadowed by bombings on London's transport system less than 24 hours after the announcement.
2
The history of the Olympic Games in London
The first time：In 1908；officially the Games of the 4th Olympiad; The second time：In1948；officially known as the Games of the 14th Olympiad
Tuesday, July 21, 2015
13
Cost Hold Games
3.The single biggest item of spending has been preparing the Olympic park: at £1.822bn, it includes the local infrastructure, roads, cleaning up the site and power lines. 4. There were also a great amount of money spent on founds for security and counter-terrorism.
Tuesday, July 21, 2015
8
Bidding process
Tuesday, July 21, 2015
9
Cost Hold Games
Britain has a long traditional history of commercial civilization which was one of the world‘s most admired in the country. It praised the achievements of institution building over the last several centuries. The Olympic Games held in the capital of Britain, London, should have served as a model for the developing countries, especially in 2016 Olympic host city of Rio de Janeiro.
Tuesday, July 21, 2015
14
Cost Hold Games
5.That's followed by the venues, which cost £1.106bn, and the most expensive is the Olympic stadium at £428m. 6. The cheapest venue is the basketball arena at only £4m. 7. While security is budgeted at £533m - there's another £475m budgeted to cover army, security services and police spending (that includes surface to air missiles on tower blocks).
Tuesday, July 21, 2015
5
Bidding process
Lord Coe – the head of the London 2012 bid Throughout the process, Paris was widely seen as the favorite, particularly as this was its third bid in recent years. London was initially seen as lagging behind Paris by a considerable margin. Its position began to improve after the appointment of Lord Coe as the new head of London 2012 on 19 May 2004. In late August 2004, reports predicted a tie between London and Paris.
The third time：In 2012 ; officially the Games of the 30th Olympiad
Tuesday, July 21, 2015
3
Bidding process
Bids for the 2012 Summer Olympics By 15 July 2003, the deadline for interested cities to submit bids to the International Olympic Committee (IOC), nine cities had submitted bids to host the 2012 Summer Olympics: Havana, Istanbul, Leipzig, London, Madrid, Moscow, New York City, Paris and Rio de Janeiro. On 18 May 2004, as a result of a scored technical evaluation, the IOC reduced the number of cities to five: London, Madrid, Moscow, New York and Paris.
Tuesday, July 21, 2015
e some examples and details about the cost of the London Olympic . 1.The ODA has spent £6.248bn of public money on getting the grounds and venues ready, with another £2.537bn coming spent via other bodies such as local authorities and direct from the DCMS itself. 2.London government have invested heavily on city’s public transport and infrastructure in £ 6.5 billion. It is an amazing number.
Tuesday, July 21, 2015
6
Bidding process
On 6 June 2005, the IOC released its evaluation reports for the five candidate cities. They did not contain any scores or rankings, but the report for Paris was considered the most positive. London was close behind, having closed most of the gap observed by the initial evaluation in 2004. New York and Madrid also received very positive evaluations.
Tuesday, July 21, 2015
10
Cost Hold Games
However, London messed up. Regardless of hundreds of problems in the London Olympics, only a serious overspending problem made the British government and LOCOG's corrupted. When the British bid the Olympics in 2005, the proposed budget proposed 2.37 billion pounds which was the highest in all bid cities.
Tuesday, July 21, 2015