Mr, Su Shi, a Japanese executive of the snack food industry wants to diversify the product portfolio of its company in I

[answerhappygod]

Mr, Su Shi, a Japanese executive of the snack food industry
wants to diversify the product portfolio of its company in Italy,
and compete with the popular “pizzeta” snack. The board decides to
study the proposal (extending Japanese snacks product portfolio in
Italy) utilising an external counsellor (Miss Pia Zetta, Italian)
specialised in market analysis. The Japanese snack company that
commercialises Japanese snacks in Italy, wants to launch new
products in Italy to compete in Italy against -pizzetas-. Miss Pia
says NO GO. However, the Japanese boards says GO. Conflict appears.
Her output is: NO GO (she recommends not launching Japanese
snacks). However, the Japanese board decides to GO, and needs to
prepare a plan to face conflict generated with some Japanese and
non Japanese board members, and a plan to teach an eventual new
sales team to launch the new line of products. Useful case
information: • Organoleptics need fine-tuning. • There is little
brand awareness in Europe. • Productivity surplus in Japan searches
new markets. • 65% of shareholders are Nippon. 80% are men. 1.
Focus on cross cultural patterns, negotiation and communication
styles, time management competency as part of the guiding line of
your proposals: frame your plan under a proper managing style.
CLARIFICATION Indeed there is only a board, with both Japanese and
non Japanese members. The external advisor, who recommends NO GO,
gets the assignment to GO. Most of the board members (the Japanese
members, majority) say GO. Other board members, minority, the
Italians, say NO GO. Both sides are "confronted". It is a situation
where the board itself has confronted opinions (it happens some
times) but majority decides to GO, even if the external advisor
says NO GO. So there are two teams confronted. That’s the focus of
the analysis.