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Levendary Cafe : the China Challenge essay help service Biology essay help

Levendary main issue is not entering Chain’s market but whether such decision is a right decision and if do so how to survive in such aggressively competitive market, to which extent the management have a detailed plan about and control over the penetration in the new market, adequate information about the culture and a proper communication with the management in china. When Levendary entered China they gave Chen the full control over the operations there, although a well-developed detailed plan and a clear tactic of how to implement this plan is a must.

However it is clearly this is not the case whereas everything had been handed to Chen from A to Z. The chain of Levendary Cafe in USA are run by a strict set of rules and allowing modifications only after approval from the concept group regarding the “look and feel” of the firm. The Levendary Cafe in China is following a business model which is completely different from that of the US operation model. Chen wanted this cafe to adapt to the changing tastes of people from place to place.

However he has no clear strategy or reasonable clarification for some actions such as locating some cafes in suburbs or in rural areas although there is so much room for expansion in the huge urban markets or turning some cafes into counter-only. And this might be because the philosophy and operations of Levendary have not been communicated clearly to Chen from the beginning and there was no control for 18 months that Chen worked during without referring to the US management. The culture differences between US and China is another major issue that should be understood by Headquarter in US.

Customers in China are different from those in US in term of their habits and food preferences. Chen was smart by being flexible when entered Chinese market because there are some features that could not be transferred easily into such closed community nevertheless killed the identity of Levendary and turned it to a completely different restaurant while trying to adopt to the new culture. He could have been using the differences as a competitive advantage and differentiate the restaurant among other rivals.

For example, serving organic fresh food which is strength of Levendary would be valued by Chinese consumers who look for fresh food and have concerns about it or the personalized services that Levendary is well-known for and Chinese restaurants lack for. Another issue is the lack of experience with the international market. Levendary headquarter should be aware of the international operations and the problem associated with and how to fit in and gain a strong position in such market.

They should have more control over the financial reports to follow one reporting style that is consist with the accepted principles. Chen has no excuse for not following the GAAP in the financial reports he submitted which should be taken into consideration and corrected immediately. Question 2: What changes (if any) should Mia Foster make? Specifically, what should she do about Louis Chen? And what changes (if any) would you propose at headquarters? The changes should be made to the operation In China, the relationship with Chen and to the headquarters.

Levendary cafe in china should not be completely different from that of US yet the flexibility is a must to survive in China. Foster should cooperate with Chen to find the proper way to adopt the Chinese culture and style in term of the menu choices yet they have to capitalize on what they are good in and use it as a competitive advantage such as the personalized services and the fresh organic food. They need to be differentiated to be considered by the Chinese customers. The stores should be located according to a strategic plan rather than opportunistic ones.

Urban arias are the best choice for Levendary. Finally, a plane for the operation should be put and controlled. Regarding the relationship with Chen, a meeting with Chen, Foster and the concept team must be held. Foster who is a good communicator should make everything clear to Chen and let him know to which extent his changes are acceptable and to emphasize on the identity of Levendary and the image that they want consumers to have. Another important issue is that Chen has to conform to the company’s planning and reporting processes and work in light of the corporate strategy.

Foster should discard the option of firing him since he has many qualities like the Chinese language, the connections in China and also he is willing and eager to make this work and also, it is hard to find a replacement. Since she is known for her frank communication style, she should use that with him and give Chen notice that his opportunity for contract renewal may be in jeopardy if Chen cannot work together with Foster and her management team to resolve all the problems The headquarters should cooperate more with Chen and closely monitor the operation in China by having periodic reports to correct any deviation from the plan.

They have to give the needed support to have the financial reports in accordance with GAAP and to give the training if needed for the staff in China. Question 3: Prepare a specific action program for Foster to her deal with the need for continued growth in China. What should be on the agenda for her meeting with Chen? What should be on the agenda is: 1. The marketing strategy: Foster should discuss a plan to deliver a clear, consistent, and compelling message about Levendary cafe and create both physical and perceptual differences that can be perceived by consumer in China that is consistent with the corporate strategy of the mother company.

Chen should be part of this to have commitment and responsibility to it and due to his experience in the Chinese market. 2. The financial reports style: Foster should force Levendary China to follow the mother company’s reporting style and show that any deviation is not acceptable. China’s finance team & Chen are responsible for that and headquarters are responsible for providing any needed support or training. 3. The cost and revenue: : a specialized team should invistigate why the composition of expenses of China operations is quite different than U.

S. operations and find way to cut costs and increase revenue. Chen has to have a plan of how to reach the break-even point within 9 months (by the end of Chen’s Contract). 4. Control over China’s operations: Foster should schedule for periodic audit and visit for Levendary China and define the responsibility of Chen and the extent to which he must not take decision without getting the approval from US. Because it seems that the proper communication is missing. Question 4: What global issues are addressed in the case?

Identify them and discuss them in depth Some of the global issues highlighted by the case are the culture differences, the communication with the subsidiary and the financial considerations. Culture Differences: There are difference between the Chinese culture and the American culture. Some differences include the fact that in China people go to eat at a restaurant and quickly leave they don’t sit around whereas in the States going to a restaurant is a socializing experience. This is the reason the development in China of the cafe’s is structured differently to those in the USA.

The preferred food is different too such as he cheese that is not liked by Chinese. There seems to be a missing link between the two cultures that is not being understood by headquarters who must adapt to Chinese culture in order to survive and find the fine line between introducing the American tastes and values to the Chinese market and responding to the local taste. Communication: The second aspect is the barriers that exist with communication. Headquarters did not do anything to support the business structure in China.

Chen feels that they are not recognizing his effort when Foster talked to him about her concern. Lack of proper communication led to such situation where Chen did everything without referring to US Levendary which is considered by Foster as dramatic departures from Levendary’s U. S. concept. A clear communication rules would prevent such problems. Financial consideration: The subsidiary company should not have a different reporting style from the mother company. Having a uniform style is must. It s important that Foster and the home-based Finance Department take a hard look at the numbers from the Chinese operations and investigate the unreasonable cost figures. It is important to have a experience of the Chinese market which is considered one of the cheapest for the paper for example but the financial statement of Levendary China shows a dramatic number as well as for the occupancy cost. Question 5: What are Louis Chen’s qualities as a global leader? Discuss them in light of China and the US. •He had MBA from Stanford University. He is Bilingual in English and Mandarin Chinese.

He was familiar with the neighborhoods in Shanghai and Beijing since he had long experience as a retail property developer, so he knew the impact of store location on profitability. He had strong connections with many real estate agents in China which helped him to locate in prime sites at fair price. He had entrepreneurial spirit to work in the restaurant industry with no experience in this sector, and he was confident that Levendary will success in the Chinese market. His go-getter (an aggressively enterprising person) that developed to become a local baron which might be a professional manager if trained well.