Attached 2 files , one about the organiztion and the second about the assignment and its 3 parts requirements. Original work and fulfill all the requirements please . Management assignment.docx ( The scenario with requirements the 3 parts )Sandwich_Blitz_Info.doc ( Organization History File )
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Read the following chapters from The Mindful International Manager: How to Work
Effectively Across Cultures
Chapter 2: Difference and Common Ground
Chapter 3: Individuals and Groups
Chapter 5: Organization and Change
Comfort, J. & Franklin, P. (2011). The mindful international manager: How to work
effectively across cultures.
Scenario: A business group from another country has offered to purchase a franchise of
Sandwich Blitz. Dalman and Lei are very interested and quite excited for this opportunity
for their business to enter the competitive international marketplace. A meeting has been
arranged between Dalman, Lei, and three representatives from the business group to
discuss the details of the proposed franchise. Dalman and Lei have agreed to travel to the
business groups country for the meeting. They realize that this is a very important meeting
because it involves networking with key individuals who will heavily influence the outcome
of this attempt to expand the business. They also realize that the values and norms in the
other country could possibly be very different from their own.
1. For the purposes of this essay, choose a country other than your own (USA) and
conduct an online search to learn about the cultural norms, business and meeting
practices, and values in the country that you select. (Cite your outside sources.)
2. Prior to the meeting, what are some things that Dalman and Lei need to know about
the other country and the business group so that they can establish and maintain a
good rapport and make the best of this opportunity to expand Sandwich Blitz into
the international marketplace?
3. Include information about greeting rituals and nonverbal behavior as they apply to
the protocol for Dalman and Leis meeting with the group.
Minimum words 400 words.
Sandwich Blitz, Inc.
Sandwich Blitz, Inc. is a small growing specialty sandwich shop chain in a large
metropolitan area. The business is owned by Dalman Smith, who is the President and
Chief Executive Officer (CEO) and Lei Lee who is the Vice-President and Chief
Financial Officer (CFO). The company currently operates eight free-standing sandwich
and beverage shops located near three universities, one hospital, and four high-traffic
office complexes in the metropolitan area. The firm serves mostly upscale breakfast and
lunch customers and specializes in organically grown food ingredients and healthconscious beverages. Currently, the firm employs a staff accountant, eight unit
managers and forty employees. The corporate headquarters occupies rented space in
an office park which houses Dalman, Lei, and the corporate accountant, Jayin Chopra.
Each operating sandwich shop is staffed with a manager, a team supervisor, and four
customer associates. Revenues from 2011 operations were substantial with a ROI
(Return on Investment) of 30%.
Sandwich Blitz was the idea of Dalman Smith whose previous experience was in
middle management for a wholesale food distribution company headquartered in a large
European city. An ardent devotee of healthy food, Dalman received the inspiration for
Sandwich Blitz while visiting the Mediterranean area on corporate business. Dalman
noted the presence of healthy sandwich shops in that area of Europe and was surprised
on his return home that no such models were in operation in his local area. After
considering the idea for several weeks, Dalman approached his long-time friend Lei Lee,
a CPA working within the insurance industry with his idea. Lei considered the idea a
good one but was concerned with the overhead expenses involved in leasing and
developing retail commercial space in the expensive urban area. One day, while driving
to work, Dalman noticed a small, free-standing prefabricated building located on a piece
of land adjacent to a shopping center. Suddenly, he envisioned the Sandwich Blitz
model- small space, great location, negotiated low costs on small parcels of land
unsuitable for most commercial purposes and most of all, great healthy food! Dalman
couldnt wait to show Lei this model. Within three weeks, Sandwich Blitz, Inc. was born.
The sufficient start-up capital was evenly split between Dalman and Lei. Dalman was
able to obtain a loan using his house for collateral and his personal credit line for most of
his share. A gift from Dalmans father completed his share of the funding. Lei was able to
use her substantial personal savings to finance her share of the capital. The first lease of
land was signed and a prefabricated unit was ordered on July 21, 2004. Both Dalman
and Lei considered this date to be a good omen for the both of them Sandwich Blitz
opened its doors for business on October 15, 2004. Dalman, Lei, and two college
students were the first employees. Each signed the first currency note received during
that first day of operation. It is still proudly displayed in the corporate office.
The Sandwich Blitz operational model reflects both Dalman and Leis
management philosophy that allows each operating unit a great measure of autonomy.
This allows each location manager to make the day-to-day decisions dealing with their
unit budgets, employee matters, and customer service issues. Each location manager is
carefully chosen and given a compensation package which includes incentives based on
the performance of that location. Each location manager is presented with quarterly
budgets and is accountable for meeting these guidelines.
Each work team supervisor is responsible for ensuring good customer service by
making sure that all customer associates adhere to the Sandwich Blitz Motto which is
proudly displayed over each locations counter: Sandwich Blitz Where our quality,
freshness, and customers always come first.
Based on this motto, each customer associate is empowered to resolve any
customer-related complaint. This allows the customer associate to refund purchases,
replace food, and take other measures to satisfy the Sandwich Blitz customer. The
original location also serves as a training center for the company and Dalman is a
regular fixture at these training sessions. Food recipes and preparation techniques are of
particular concern to Dalman since he feels that a consistent product is critical to the
companys competitiveness. Dalman considers a few ingredients in their products to be
important enough to justify making them into private brands that are owned by Sandwich
Blitz to protect them from potential competitors.
Lately, Dalman has mostly been visiting the operating locations and dealing with
problems and issues that each manager requests help with while Lei has concentrated
on financial matters like budget preparation, leases, taxes, and overseeing the daily
accounting process. Both Dalman and Lei are pleased with Sandwich Blitzs past
performance but feel that they are each unable to devote their time and energy to
expand the business significantly. All of their time seems to be expended taking care of
these problems and issues within the existing operation.
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