Download (Textbook) Behavior in Organizations, 8ed (A. B. Shani)

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BADM 633 – Wk 13
International Business Culture
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Hershey Plots Cadbury Bid
Chocolate Maker Could Link With Italy's Ferrero
to Counter Kraft's $16 Billion Offer
WSJ – 17 Nov 2009
Chocolate giant Hershey Co. is in talks with banks to line up billions of dollars
to launch a rival bid to Kraft Foods Inc.'s $16 billion offer for British candy
maker Cadbury PLC, said people familiar with the matter.
Hershey, emboldened by improving financial markets, looks much more
willing than it did just weeks ago to make a run at Cadbury, these people
said. The Pennsylvania maker of Hershey bars and Reese's Peanut Butter
Cups is considering a bid of its own or with a partner such as Ferrero SpA,
the Italian maker of Tic-Tacs, Nutella hazelnut spread and Ferrero Rocher
chocolates.
Hershey Chief Executive David West in the last two weeks has spoken with
Ferrero bankers at least twice about teaming up to buy Cadbury, one
person familiar with the matter said. Those discussions are in preliminary
stages and financial specifics haven't been discussed
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Heinz Seeks to Tap Mexico's Taste for Ketchup
Food Giant Pours It On to Promote Flagship Product in
Fast-Growing Emerging Market
WSJ – 24 Nov 2009
Mexicans eat more ketchup by sales value than consumers in all but eight
other countries. Many of them slather the thick red sauce on chicken,
pasta and eggs—even pizza. At the start of 2007, U.S. ketchup giant H.J.
Heinz Co. held less than 1% of the Mexican ketchup market. In fact,
Mexico was such a low priority that Heinz had fewer than 10 salespeople
in the country, which is nearly three times as large as Texas.
Tuesday, when Heinz releases quarterly earnings, its executives plan to
boast that Heinz now accounts for 12% of the ketchup poured in Mexico,
where a spokesman says the company now has 150 ketchup sales and
marketing employees.
The shift illustrates Heinz is positioning itself for growth in emerging markets.
Heinz's management, which CEO Wm. Johnson said overlooked Mexico
while chasing sales in China, Russia, Indonesia and other emerging
markets, didn't begin focusing on the country until the mid-2000s. Few
restaurants in Mexico carried Heinz ketchup and, at retail, it was mostly
sold in the imported-goods sections of grocery stores. Even so, Mexico's
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overall retail sales of ketchup had climbed more than 70% since 2000.
Heinz Seeks to Tap Mexico's Taste for Ketchup
Food Giant Pours It On to Promote Flagship Product in
Fast-Growing Emerging Market
WSJ – 24 Nov 2009
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Changing Demographics in a Global Economy
United States dominance in world trade
United States dominance in Foreign Direct
Investment
Dominance of United States multinational firms
Centrally planned economies off-limits
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Changing Demographics -cont’d
Anti-globalization debate
Jobs
Income
Environment
Spread of democracy
Global terrorism
Economic transformation
Deregulation
Privatization
Legal systems
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What are Laws ?
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Slide 4-7
Laws
Laws are society’s values and
standards that are enforceable in the
courts.
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Slide 4-47
What are Ethics?
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Slide 4-7
Ethics
Ethics are the moral principles
and values that govern the
actions and decisions of an
individual or group. They serve
as guidelines on how to act rightly
and justly when faced with moral
dilemmas.
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Slide 4-7
UNDERSTANDING ETHICS
• Ethical principles vary from religion to
religion. True or false?
 FALSE - The five fundamental ethical
principles are:
Do no harm
Make things better
Respect others
Be fair
Be loving
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Slide 4-10
UNDERSTANDING ETHICS
• What is right in one part of the world might
not be right in another part. True or false?
 FALSE - What people believe to be right may
differ from one country to another, but this
does not mean that what actually IS right
differs.
Ethics attempts to discover what IS right
and wrong, regardless of accepted practice.
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Slide 4-10
UNDERSTANDING ETHICS
• Ethical principles change over time. True
or false?
 FALSE - The aforementioned five ethical
principles have existed since the beginning of
civilization and will remain so until its end.
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Slide 4-10
UNDERSTANDING ETHICS
• Being honest is the most important ethical
rule of all. True or false?
 FALSE - In some situations, rare as they
may be, other ethical considerations may
take precedence.
For example, during WWII, courageous
men and women in Europe who hid Jews
from the Nazis had to lie to the Gestapo.
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Slide 4-10
UNDERSTANDING ETHICS
• Sometimes, one not only has a right to keep
private things private, but has a duty not to
do so. True or false?
 TRUE - As with the example of lying above,
the duty to maintain confidentiality is not an
absolute moral obligation. When a patient
tells his psychiatrist that he intends to
commit murder, the psychiatrist has the
right to not keep this information to herself,
but has a duty not to do so.
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Slide 4-10
UNDERSTANDING ETHICS
• Avoiding harm is a moral imperative, but
being loving is not ethically required. True
or false?
 TRUE - Whatever a person’s relationship is
to you, you have a duty to not harm him or
her. Being loving, kind or compassionate
might be better viewed as ideals to which we
should aspire, rather than as principles of
duty. If you fail to act charitably toward the
driver who chops you off, you are not acting
unethically (although you may be expressing
the deepest aspects of your humanity).
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Slide 4-10
UNDERSTANDING ETHICS
• People often disagree about what is
important in life. True or false?
• TRUE - This is a sociological fact and says
nothing about what should constitute the good
life. Even if most people that you encounter
believe acquiring wealth is their main objective,
it does not follow that becoming rich and
famous is a worthwhile goal. What they
might be saying is that “being famous will
make me happy.”
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Slide 4-10
Business Ethics
 Ethical issues in international business
Foreign Corrupt Practices Act (FCPA)
 Moral obligations
 Ethical perceptions across cultures
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A framework for understanding ethical behavior
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Slide 4-9
Global Competition
ETHICS – IS IT GOOD BUSINESS?
GOING GREEN
vs.
INCREASING $TOCKHOLDER EQUITY
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Rockefeller Rebellion Turns Up Heat on Exxon
John D.'s Heirs Seek Change -- and Respect
WSJ - May 24, 2008; Page A1
Two decades ago, Neva Goodwin Rockefeller grew so tired of all the
baggage that came with her fabled family name that she changed it and
became plain Neva Goodwin. But now, Ms. Goodwin, 63 years old, is
embracing the powerful Rockefeller name as she publicly challenges the
management of Exxon Mobil Corp., successor to the oil company founded
by her great-grandfather, John D. Rockefeller. As Neva Rockefeller
Goodwin, she has marshaled four generations of Rockefellers to join her
in a campaign to force major changes at one of the most profitable
companies in the world. The battle will come to a head at Exxon's annual
meeting Wednesday in Dallas. (Scheduled for 28 May.)
Some members of the family joined the fight out of a passionate belief in the
threat of global warming; others were concerned that Exxon is
overlooking business opportunities or risks. Many seem offended that the
company appears impervious to the wishes of its shareholders, including
those named Rockefeller.
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Slide 4-7
Exxon Withstands Activist Proposals
Chairman, CEO Jobs To Remain Joined;
Environment Still Issue
WSJ - May 29, 2008; Page B3
DALLAS -- Exxon Mobil Corp. shareholders rejected a proposal to create an
independent chairman in a heated proxy fight over the future of the giant oil
company . . . The proposal to create an independent chairman, which would have
stripped Chairman and Chief Executive Rex Tillerson of one of his titles, drew
39.5% of the votes cast at Wednesday's annual shareholder meeting. Support for
the measure edged down from last year, when it received 40% of the votes cast.
The shareholder unrest also reflected some concerns that Exxon isn't doing enough
to prepare for climate change or develop a more robust renewable-fuels strategy.
(The chairman) acknowledged activists' environmental concerns without offering
any concrete promises. He said Exxon must continue to generate needed energy
while taking steps to "lower our environmental footprint." But he also said he didn't
think non-fossil fuels would make a significant dent in global energy demand until
2050 or so.
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Slide 4-7
Global Competition
Ethics – is it good business?
The Question:
Companies spend billions of dollars doing good works -- such
as developing eco-friendly technology -- and then trumpeting
them to the public. But does it pay off?
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Global Competition
Ethics – is it good business?
The Test:
In a series of experiments, consumers were shown the same
products -- coffee and T-shirts -- but one group was told the
items had been made using high ethical standards and
another group that low standards had been used.
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Global Competition
REWARD AND PUNISHMENT
What consumers were willing to pay for a pound of
coffee based on what they were told about the
company's production standards:
Ethical standards . . . . . . . . . $9.71
Unethical standards . . . . . . . . 5.89
Control (no information) . . . . 8.31
Source: Remi Trudel and June Cotte
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Global Competition
A MATTER OF DEGREE
How much consumers were willing to pay for allcotton T-shirts based on what they were told about
the proportion of ethical production:
100% organic cotton . . . . . . $21.21
50% organic cotton . . . . . . . . 20.44
25% organic cotton . . . . . . . . 20.72
Unethical behavior* . . . . . . . .17.33
Control (no information) . . . . 20.04
*Production harms environment
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Global Competition
ATTITUDE ADJUSTMENT
Consumers with high ethical expectations of companies
doled out bigger rewards and punishments than
consumers with low expectations. What each group was
willing to pay for a pound of coffee based on production
standards:
Consumers with high expectations:
Ethical standards . . . . . . . $11.59
Unethical standards . . . . . . . 6.92
Consumers with low expectations:
Ethical standards . . . . . . . $9.90
Unethical standards . . . . . . 8.44
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Global Competition
The Results:
Consumers are willing to pay a small premium for ethically
produced goods. But they'll punish an unethically made
product even more harshly, by buying it only at a steep
discount.
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Global Competition
Six Products, Six Carbon Footprints
Everybody's talking about it. But what exactly is a carbon footprint? And how
is it calculated?
By JEFFREY BALL
WSJ – 06 Oct 2008
A new concept is entering the consumer lexicon: the carbon footprint.
First came organic. Then came fair trade. Now makers of everything from milk to
jackets to cars are starting to tally up the carbon footprints of their products.
That's the amount of carbon dioxide and other greenhouse gases that get
coughed into the air when the goods are made, shipped and stored, and then
used by consumers.
So far, these efforts raise as many questions as they answer. Different companies
are counting their products' carbon footprints differently, making it all but
impossible for shoppers to compare goods. And even if consumers come to
understand the numbers, they might not like what they find out.
For instance, many products' global-warming impact depends less on how they're
made than on how they're used. That means the easiest way to cut carbon
emissions may be to buy less of a product or use it in a way that's less
convenient.
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Global Competition
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Carbon Footprints
 CARS -The simplest statistic in the carbon-footprinting game may be
this: For every mile it travels, the average car in the U.S. emits about
one pound of carbon dioxide. Given typical driving distances and fueleconomy numbers, that translates into about five tons of carbon dioxide
per car per year.
 The vast majority of those emissions -- 86% -- came from the car's fuel use, the study
found. Just 4% of emissions came from making and assembling the car. That means
consumers can lower their footprint by buying a car with better fuel economy.
 The Prius, the hybrid gasoline-and-electric car that averages 42 miles per gallon, has
a lifetime carbon footprint of 44 metric The Corolla, a small sedan with 29 MPG, has a
footprint of 64 tons. The Camry (23 MPG) has a footprint of 95 tons. And the 4Runner,
an SUV rated at 16 MPG, has a footprint of 118 tons.
 SHOES -You may think you're at one with nature going for a walk in the
woods in your sturdy hiking boots. But those boots pack a lot of carbon.
The big reason: the leather.
 Timberland Co., a shoe company with an outdoorsy image, has assessed the carbon
footprint of about 40 of the shoe models it currently sells. The results range from
about 22 pounds to 220 pounds per pair. Each of the shoes that has been carbonfootprinted comes with a label assessing its greenhouse-gas score on a scale of zero,
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which is best, to 10, which is worst.
Carbon Footprints
 LAUNDRY DETERGENT - The recipe for a low-carbon load of laundry:
Use liquid detergent instead of powder, wash your clothes in cool water
and hang them out to dry.
 But consumers who care about their carbon emissions should do more than switch
detergent forms, the labels advise. Doing the wash in cooler water -- 86 degrees
Fahrenheit instead of 104 degrees -- will shave the carbon footprint of each load by 0.3
pounds. That's as much of a reduction as you get from switching to liquid from powder.
 The biggest way to cut the environmental impact of cleaning clothes, however, is to
stop using a clothes dryer. Drying laundry outside on a line, Tesco says, will cut the
carbon footprint of every load by a whopping 4.4 pounds.
 JACKETS – Patagonia Inc.'s Talus jacket looks like a naturalist's dream.
In fact, its carbon footprint is 66 pounds. That is 48 times the weight of
the jacket itself.
 Over the past year the outdoor-equipment maker has computed and posted on its Web
site the carbon footprints of 15 of its products. Because most of Patagonia's products
are made overseas and sold in the U.S., the company that a big chunk of the carbon
footprints came from –
 The fabric for the Talus is made in China, the zippers come from Japan, and the jacket
is sewn in Vietnam. Yet all that transportation adds up to less than 1% of the product's
total carbon footprint, Patagonia says. The majority of the footprint -- 71%, or about 47
pounds -- comes in producing the polyester, which originates with oil.
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Carbon Footprints
 MILK - Several studies of milk's carbon footprint are under way in the U.S.
Each has come up with a different number, largely because each is counting
things differently.
 A recent study by National Dairy Holdings, a Dallas-based dairy, found that the carbon
footprint of a gallon of its milk in a plastic jug is either 6.19 pounds or 7.59 pounds. The
difference rests in what kind of cases the jugs are placed in during transport from the milkprocessing plant to the distribution center. Plastic cases, because they take more energy to
produce, yield more carbon-dioxide emissions than do cardboard ones.
 BEER - When New Belgium Brewing Co. set out last year to compute the
carbon footprint of a six-pack of its Fat Tire Amber Ale, it figured it would find
transportation was the biggest problem. That's the emission source New
Belgium thinks about most often. The microbrewer has been expanding into
more states, necessitating more trucking of its beer.
 When the numbers came in this summer, they showed that a six-pack's carbon footprint
was about seven pounds. The real surprise was where the bulk of that number came from:
the refrigeration of the beer at stores. Transportation came in fourth, behind manufacturing
the glass bottles and producing the barley and malt. Refrigeration poses a tougher
problem. Stores selling Fat Tire aren't owned by New Belgium, so even if the brewer
wanted them to stop refrigerating the beer, they might not do so. Many stores could switch
from less-efficient, open-front beer chillers to more-efficient models enclosed by clear
doors. But that presents its own hurdle, Ms. Orgolini notes: "People don't want to have
to
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open the door."
Carbon Footprints
 S-o-o-o, as you can see, measuring carbon footprints is a very
complex issue. It goes well beyond SUV’s vs. sub-compacts,
McMansions vs. apartments/condominiums or coal vs. solarpower for electricity generation.
 Regarding your personal choices, based on what we’ve have
just seen, do you choose . . .
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FORD AND FIRESTONE:
WHO’S TO BLAME?
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Slide 4-42
Now, let’s compare and contrast
this PR debacle with . . .
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Slide 4-10
Johnson & Johnson
TYLENOL
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Slide 4-42
Implications for Global Managers
The most common ethical issues that one may
encounter in an international business setting are:
employment practices,
human rights,
environmental regulations,
corruption and
the moral obligation of multinational
corporations.
Ethics & Trust – do the hard right thing
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