Chile Case Analysis Essay

IntroductionThe Multi-Product chili con carne case showed all the characteristics of a decision case. At the end of the case, Mr. Thompson, the hot manager, had to face with a decision whether or non continuing with the intensifys started by the union. Therefore, we approached at the case with a decisive stand channelise.1. What ar the specific problems & issues set about the troupe?Managers organization grammatical construction chart shows that the track d induce distri howeverion could non be d champion well. There be as well as many managers and this might lead to a very high soul rival. The drop deading structure of the company does not promote police squadwork, each discussion section is working individualisticly and the staff is not working as a team and this decreases the effectiveness of the compensation system, which has also been held as an individual activity. some other major issue is the lack of trust on each other, caused chiefly by pagan aspects th at lead the employees to be more individual every angiotensin converting enzyme is nevertheless interested in themselves, not in the area they work in. gross sales lessons are only interested on the product they are specifically selling and that causes differences with what the clients are looking for. Therefore, the company struggles to accept revisions happening estimable now.2. How do you evaluate the approach the upstanding has taken so out-of-the- mood(prenominal)?Multi-Products Chile has tried to keep up with the new trends in the marketplace by meeting the new and constantly evolving clients trains. before Thompsons arrival, the Key Accounts review and Integrated Solutions program were already been launched. The new identification of companys Key Accounts as a strategic relationship with the customers was aimed to create a long-term competitive advantage for the unwavering and creating new benefits for the clients. Integrated Solutions meant a completely polar app roach in the relationship with the customers the sales representatives focused their efforts from one product and many clients to one client and a different set of products. The role of the sales representative had to evolve becoming a consultant for the customer.The issue of Chilean cultural barriers to overcome, in rule change their sales policy, was not an easy one. They are a closed culture and the mentioned lack of trust that emerged between the co-workers represented an issue in the team working approach required by the transition to an integrated sales model. In our view the firm has move in the right direction. Even though the sales were doing well with no sign of a crisis, the profit margin was decreasing. The customers were asking for a different kind of service and, in order to be competitive in the future and coherent with the innovative spirit of the firm, a step ship was necessary. Meet the customer needs is the tell apart to success and now the bouffant challeng e is trying to align the approach with the Chilean culture. Moving from a traditional selling model to an integrated also represented an fortune to align their strategy with all the other Multi-Products branches all over the world.3. What actions should the firm take going forward?From an integrated solutions model standpoint, every individual(a) employee should be on the same foliate in terms of team motivation, company coherence, and content on the multi-products structure. This innovative model from the traditional vexation model has a lack of adaptability in the Chilean culture because the companys implementation isnt in its full effect. Therefore, a change in a more streamlined and lean management structure that coincides with the integrated sales model, which could be tweaked according to the Chilean culture, could be the air forward, especially when the profit marginis decreasing where the times of culture adaptability change are needed. The point that the Chileans are workaholics, and they are dedicated, in turning their consignment to a team oriented strategy could suffice for the one voice, one face, one company, as part of their integrated solutions model.The incentive structure could be tweaked as well for sales representatives, where a higher commission and al number 1ance model for higher sales in effect could boost the companys performance. If this is streamlined, this could be the factor increase in the companys market share from a low profit margin. Due to the fact that Chileans are naturally competitive work oriented throng, an innovative competition structure that is internal and fun could be established whereby, workers motivate themselves to bill each other, which could overall beat the benchmark targets for the sales and marketing component in the integrated solutions model. In going forward, merging the integrated solutions model, key accounts and the Chilean culture norms, mores and values of their work standards, where the t eam as unharmed could leverage their core strengths in competition, hard work with their sales representatives, could be their main factor advantage in the market.4. What are the key total reach(s) links in this case? How might the offer/value kitchen range be used as an analytical framework for understanding the organisational and managerial challenges facing the company?This case shows different key actors of the supply chain. Starting with the initial inventory with its way of procurement. Then, they explain the way they induce their products, which is via truck shipment intimatelyly. The new sale solution they are implementing affects the way they depart manage their orders. Adding more services in the process, as customer will need advices. Its overall way of retail is challenged in this case, excursion from facing an overhaul in the sales division its supply chain has to be adapted to answer the new needs. The company will need to pivot from a push production to a pu ll out production. Hence, most of the supply chain is affected. This is the main organizational challenge, because every aspect of their catamenia supply chain will nominate to change. They want to reach the beside level, going from a simple offering of products to a retailer of solutions, as mentioned earlier. For the supply chain, that means, more reactivity and flexibility.Several layer tools needs to be implemented. They should apply a just in time production, meaning that they will have, at least, to use the lean manufacturing to eliminate the wastes in their production. They will work with smaller trucks to sale more often. A reduction of their waste in the manufacturing process, and the pace they can change their production should be as low as it can. Its sales people need to learn how to work together, but the top management needs to be on the same page regarding this project, everything will start with their support. And its a real mistake that they mum have people open ly doubting the overall at this point of the process.The challenge would be to rally those executives. Then create an atmosphere where collaborationism is valued and useful. The entire success of this overall relies on the way people can adapt to it. And it wont be easy regarding the kind value that Chile people developed. The organizational side is essential, but should not be the main focus, as it is motioned in the case that they are slake delivering in time their products. But keeping these changes in mind is important for the long term, which is also a switch in the companys culture.5. How have STEEPLE factors impacted the company?The social aspect of Chile has a direct impact on our company, as people in Chile are workaholics where they are more focused on individual goals than the companys goal. The use of incentives to individual sale representatives will serving increase the sales but this will again drive them towards their own individual goals. Technological innovati on helps us in deriving 30 percent of sales. There is potential in the market but the miserliness is increasing slowly as compared to other Latin American countries. organism political stable since last 10 years, there are licit issues regarding regulation and standards while dealing with other countries.ConclusionTo conclude, the wisest option for Thompson is to stretch out the overhaul of the companys management and organizational systems. Because Multi-product Chile is at a critical point where it has to adapt in order to sojourncompetitive. Even if the project faces difficulties, it has to be achieved. The main factor for success, aside from the skillful parts, would be to rally the employee towards this project. Starting with the executive, this is inconceivable that they are still facing trust issue from the managers at this point of the project. Regarding the technical part, in order to be able to deliver according to the new standards, they will have to switch their pro duction from a push production to a pull production. We would recommend starting with the basic tools of the lean manufacturing.