subject
Business, 10.03.2020 19:53 emmer321s

Hunter-Worth:Christmas was fast approaching. Just a short while ago, Chuck Moore, national sales manager for Hunter-Worth, a New York-based multinational toy manufacturer, was confident the coming holiday was going to be one of the company’s best in years. At a recent toy expo, Hunter-Worth unveiled a new interactive plush toy that was cuddly, high-tech, and tied into a major holiday motion picture expected to be a smash hit. Chuck had thought the toy would do well, but frankly, the level of interest took him by surprise. The buyers at the toy fair raved, and the subsequent pre-order volume was extremely encouraging. It had all looked so promising, but now he couldn’t shake a sense of impending doom. The problem, in a nutshell, was that the Mexican subsidiary that manufactured the toy couldn’t seem to meet a deadline. Not only were all the shipments late so far, but they fell well short of the quantities ordered. Chuck decided to emailVicente Ruiz, the plant manager, about the situation before he found himself in the middle of the Christmas season with parents clamoring for a toy he couldn’t lay his hands on. In a thoroughly professional e-mail that started with a friendly "Dear Vicente," Chuck inquired about the status of the latest order, asked for a production schedule for pending orders, and requested a specific explanation as to why the Mexican plant seemed to be having such difficulty shipping orders out on time. The reply appeared within the hour, but to his utter astonishment, it was a short message from Vicente’s secretary. She acknowledged the receipt of his e-mail and assured him the Mexican plant would be shipping the order, already a week late, in the next 10 days."That’s it," Chuck fumed. "Time to take this to Sato." In the message to his boss, he prefaced his original e-mail and the secretary’s reply with a terse note expressing his growing concern over the availability of what could well be this season’s must-have toy. "Just what do I have to do to light are under Vicente?" he wrote. He then forwarded it all to his supervisor and friend, Michael Sato, the executive vice president for sales and marketing. Next thing he knew, he was on the phone with Vicente—and the plant manager was furious. "Señor Moore, how dare you go over my head and say such things about me to my boss?" he sputtered, sounding both angry and slightlypanicked. It seemed that Michael had forwarded Chuck’s e-mail to Hunter-Worth’s vice president of operations, who had sent it on to the Mexican subsidiary’s president. That turn of events was unfortunate, but Chuck wasn’t feeling all that apologetic. "You could have prevented all this if you’d just answered the questions I e-mailed you last week," he pointed out. "I deserved more than a form letter—and from your secretary, no less." "My secretary always answers my e-mails," replied Vicente. "She figures that if the problem is really urgent, you would pick up the phone and talk to me directly. Contrary to what you guys north of the border might think we do take deadlines seriously here. There’s only so much we can do with the supply problems we’re having, but I doubt you’re interested in hearing about those." And Vicente hung up the phone without waiting for a response. Chuck was confused and disheartened. Things were only getting worse. How could he turn the situation around?Required:Based on Vicente Ruiz’s actions and his conversation with Chuck Moore, what differences do you detect in cultural attitudes toward communications in Mexico as compared with the United States? Is understanding these differences important? Explain.

ansver
Answers: 2

Other questions on the subject: Business

image
Business, 21.06.2019 22:40, JusSomeRandomGuy
Which economic indicators are used to measure the global economy? check all that apply. a. purchasing power parity b. trade volumes c. spending power parity d. labor market data e. gross domestic product f. trade deficits and surpluses
Answers: 3
image
Business, 22.06.2019 13:10, legendman27
Laval produces lamps and home lighting fixtures. its most popular product is a brushed aluminum desk lamp. this lamp is made from components shaped in the fabricating department and assembled in the assembly department. information related to the 22,000 desk lamps produced annually follows. direct materials $280,000direct labor fabricating department (8,000 dlh × $24 per dlh) $192,000assembly department (16,600 dlh × $26 per dlh) $431,600machine hours fabricating department $15,200mhassembly department $20,850mhexpected overhead cost and related data for the two production departments follow. fabricating assemblydirect labor hours 150,000dlh 295,000dlhmachine hours 161,000mh 128,000mhoverhead cost $400,000 430,000required1. determine the plantwide overhead rate for laval using direct labor hours as a base.2. determine the total manufacturing cost per unit for the aluminum desk lamp using the plantwide overhead rate.3. compute departmental overhead rates based on machine hours in the fabricating department and direct labor hours in the assembly department.4. use departmental overhead rates from requirement 3 to determine the total manufacturing cost per unit for the aluminum desk lamps.
Answers: 3
image
Business, 22.06.2019 13:10, jameahkitty123
bradford, inc., expects to sell 9,000 ceramic vases for $21 each. direct materials costs are $3, direct manufacturing labor is $12, and manufacturing overhead is $3 per vase. the following inventory levels apply to 2019: beginning inventory ending inventory direct materials 3,000 units 3,000 units work-in-process inventory 0 units 0 units finished goods inventory 300 units 500 units what are the 2019 budgeted production costs for direct materials, direct manufacturing labor, and manufacturing overhead, respectively?
Answers: 2
image
Business, 22.06.2019 20:00, samanthasheets8925
Because this market is a monopolistically competitive market, you can tell that it is in long-run equilibrium by the fact thatmr=mc at the optimal quantity for each firm. furthermore, a monopolistically competitive firm's average total cost in long-run equilibrium isless than the minimum average total cost. true or false: this indicates that there is a markup on marginal cost in the market for engines. true false monopolistic competition may also be socially inefficient because there are too many or too few firms in the market. the presence of the externality implies that there is too little entry of new firms in the market.
Answers: 3
You know the right answer?
Hunter-Worth:Christmas was fast approaching. Just a short while ago, Chuck Moore, national sales man...

Questions in other subjects:

Konu
Mathematics, 23.11.2019 01:31
Konu
History, 23.11.2019 01:31
Konu
Mathematics, 23.11.2019 01:31
Konu
Mathematics, 23.11.2019 01:31