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经典案例十：Johnson&Johnson来源：新天地英语浏览：2979次HumanResourcesManagementFacingBusinessChallengesatJohnson&JohnsonDoesahealthierworkforcetranslateintohealthierprofits?ThiswasoneofthekeyissuesfacingJohnson&JohnsonCEORalphS.Larsenandhispredecessor,JamesE.Burke,astheyconsideredthechallengeofmanagingthecompany'shumanresourcesandkeepingemployeessatisfiedandproductive.Johnson&Johnsonoperatesthroughouttheworld,employingmorethan70,000peopletoresearch,manufacture,andmarkethealth-careproductsindozensofcountries.Employeehealthwasamajorconcernforseveralreasons.Companystudiesshowedthatover30percentofJohnson&Johnson'semployeesweresmokers,andoneinternalreportrevealedthatsmokershada45percentgreaterrateofabsenteeismthannonsmokers.Smokersalsocontributeddisproportionatelytothecompany'smedicalexpenses(30percenthigherthannonsmokers),anominousstatisticatatimewhenhealth-carecostswererisingatnearlytwicetherateofinflation.AnotherproblemconfrontingJ&Jwashowchangingdemographicswereaffectingemployees.Employeesincreasinglyfellintooneofthreegroups:Theywerepartoftwo-careercoupleswithchildren;theywereresponsibleforanagingparent;ortheyweresinglemothersorfathers.Asurveyof10,000J&Jemployeesrevealedthattheywerefrustratedbytheirinabilitytomeetalltheirobligations,bothtotheirfamiliesandtotheiremployer.Manystatedthattheyhaddifficultyfindingdaycare,especiallysick-childcareandinfantcare,andalmost20percentrespondedthattheycouldnotafforddaycareeveniftheycouldlocateasuitableprovider.Althoughtheseemployeesfelttornbetweenfamilypressuresandemploymentroles,theyfoundlittlehelpatwork.Moststatedthattheirmanagerswereunsympatheticaboutthedilemma.Balancingtheirworkandfamilyobligationstookitstollonemployees,whoreportedhigherlevelsofstress,greaterabsenteeism,andlowerjobsatisfaction.Forguidanceontheseissues,theCEOsturnedtoJohnson&Johnson'soperatingdocument,thecorporatecredowrittenbyRobertWoodJohnson,sonofafoundingJohnsonbrotherandchairmanofthecompanyfor25years.Johnsonrankedthecompany'sobligationtoitsemployeesaheadofitsresponsibilitytoitsshareholdersandsecondonlytoitscommitmenttoitscustomers.Thiscredowouldserveasablueprintforsuccessfulhumanresourcesmanagement.SohowcouldJ&Jtopmanagerspromotehealthintheworkplace?HowcouldtheyhelpJ&Jemployeesbalancefamilyandcareerobligations?Whatprogramscouldbeestablishedtomeet thepersonalandprofessionalneedsoftheiremployeesmoreeffectively?Whateffectwouldsuchprogramshaveonthecompany'sbottomline?MeetingBusinessChallengesatJohnson&JohnsonRalphLarsenandJamesBurkeunderstoodthateffectivehumanresourcesmanagementwasthekeytothesatisfiedandhighlyproductiveworkforcesonecessarytoJohnson&Johnson'sfuturesuccess.Thefirststeptowardimprovingproductivitywastohelpemployeesmeettheirdualresponsibilitiestofamilyandjob.Tostart,thecompanyopenedchild-carecentersatitscorporateheadquartersinNewBrunswick,NewJersey,anditsnearbySomersetoffice.Child-carecostsatthesecentersarelimitedto10percentofanemployee'sdisposableincome.ThenJ&Jexpandeditschild-careprogramtoincludehomecare.Thecompanycontractswithchild-careproviderstoofferemployeesreducedratesonhome-basedchildcare.Italsogivestheprovidersadvancedtrainingandaccesstotheresourcesinitson-sitechild-carefacilities,suchasbooksandtoys.UnderitsBalancingWorkandFamilyProgram,J&Jhelpsemployeeslocateresourcesandreferralsforchildcareandeldercare.Italsogoesbeyondthebarelegalminimum,allowingemployeestotakefamily-careleaveofuptooneyearafterthearrivalofanewbornoradoptedchildandlettingemployeesarrangeaflexibleworkscheduletoattendtoanailingfamilymember.Moreover,employeesinsomelocationscansetflexibleschedulesthatallowthemtobettermeettheirfamilyobligationsandstilldoexcellentwork.Inaddition,Johnson&Johnsonmanagersparticipatedintrainingtosensitizethemtoworkandfamilyissues.Tounderscorethecompany'scommitmenttofamilycare,humanresourcesmanagersaddedanewsentencetothecompanycredo:"Wemustbemindfulofwaystohelpouremployeeswiththeirfamilyresponsibilities."Thiscommitmenttohelpingemployeesbettermanagefamilypressuresboostedproductivitybyreducingabsenteeism,tardiness,andstress.Inaddition,thecompany'scommitmenttowork/familypolicieshelpedattractandkeepqualifiedemployeesinatighteninglabormarket.Productivitywasalsoenhancedbyawellnessprogram.LiveforLifewasdesignedtoemphasizestepsemployeescantaketomaintainandimprovetheirhealth.Theprogramsetsfourgoalsforemployees:Theyshouldquitsmoking,eatmorefruitandfewerfattyfoods,exerciseregularly,andbuckletheirseatbelts.AtJ&Jheadquarters,employeescanworkoutinagym,select"healthyheart"foodsinthecafeteria,andchecktheirweightinrestrooms.Toencourageparticipation,employeesareeligibletowinprizesformeetingtheirgoals.Over35J&Jlocationsnowhavefitnesscentersandwellnessprograms,and75percentoftheworkforceparticipates.Theresultshavebeenimpressive.Smokingamongemployeeshasbeenreducedtolessthan20percent,adeclineofmorethanone-third.LiveforLifecostsJ&J$225ayearforeachemployee,butlowerabsenteeismandreducedhealthcostshavesaved$378peremployee. LiveforLifewassosuccessfulthatJ&Jformedanewcompany,Johnson&JohnsonHealthManagement,tomarkettheLiveforLifeprogram.Thenewcompanyassistswithfitnesscenterdesignandmanagement,anditorchestrateshealthpromotioncampaignsinsuchareasassmokingcessation,nutrition,andstressmanagement.LiveforLifeisavailableat60leadingcorporationsandmedicalcentersthattogetheremploymorethan850,000people.JohnsonandJohnsonmaintainsotherprogressivebenefitspoliciesaswell,includingmedical,dental,andlifeinsuranceandagenerous401(k)retirementplan.Bymakingsuchgenerousattemptstohelpemployeesbalancetheirworkandfamilylives,RalphLarsenisdemonstratingthatJohnson&Johnsonemployeestrulyarethecompany'smostvaluableasset.经典案例九：HallmarkCards来源：新天地白领商务英语浏览：2113次FacingBusinessChallengesatHallmarkCardsSendingtheRightMessagetoEmployeesOneofHallmark'ssympathycardsreads"Pleaserememberthatwinter'sdarknessemergesintospring."GiventhetroublesatHallmarkCards,it'sjustthekindofmessagethatHumanResourcesvicepresidentRalphChristensonwantstosendtoemployees.Fromtheearly-tomid-1990stheprivatelyheldgreetingcardfirmsawitsmarketshareslipfromwellover50percenttoabout45percent,asnewplayersinthemarketmadecardsthatweremoreattractiveanduptodate.EventhoughHallmarksalesremainedstrongatabout$4billionannually,manyprofitmeasuresslippeddramatically.It'shardtosayjusthowbadthingswerebecauseHallmarkprofitsarekeptsecret,evenfromthe20,000employeeswhoownpartofthecompany.Butitwasn'tgoodnewswhen-Hallmark'sprofit-sharingcontributionsslippedfrom10percentofsalariestoabout5percent.NewlyarrivedintheHumanRelationsdepartment,Christensonneededtofindwaysofkeepingcompanyemployeeshappy.Afterall,thecompany'scoremissionistocommunicateaffection,love,andfriendshipthroughthewarmmessagesthatemployeesdreamup. Hallmarkstartedoutin1910asafamily-runbusiness,andtheHallfamily'sleadershipcontinuestoday.BasedinKansasCity,Missouri,thecompanyhasalwaysattractedtalentedandcreativepeoplethroughitsfriendlyandfamily-orientedatmosphere.BecauseHallmarkproductsarebasedonenhancingrelationships,itstandstoreasonthatthecompanywouldfocusonkeepingemployeeshappy.Forexample,backinthe1950s,theHallfamilysetuponeofthefirstprofit-sharingarrangementsforemployees.Today,employeesownaboutone-thirdofthecompany.Inaddition,thetuition-reimbursementprogrampays100percentofeducationexpensesforfulltimestaff.Otherinitiativesfocusonchildcareandalternativeworkarrangementssuchasworksharingandjobsharing.Andthecompany'spoliciesareflexibletomeetemployees'specialneeds,suchasallowingtimeofftocareforagingparents.Overall,thecompanyhasalwaysdonesuchagoodjobhelpingitsemployeesthatHallmarkconsistentlyranksamongthebestcompaniestoworkforintheUnitedStates.Butinthemid-1990sHallmarkfaceddecliningmarketshareandshrinkingprofit.Consultantssuggestedmajorcost-cuttingefforts,includingamergeroftheadministrative,marketing,andproduct-developmentfunctionsforthevariouscardbrands.Tosavemoney,Hallmarkthrewoutitsoldorganizationandthewaysthatemployeeshadbeepdoingtheirjobs.Withthenewfocusonfinances,employeeswereconcernedthattheirfamily-orientedbenefitswoulddisappear.Moreover,manyemployeesfearedthattheirjobswouldbechangeddramaticallyoreliminatedaltogether.Theorganizationwasinturmoil.ChristensonhadcometoHallmarkbecausehebelievedthecompanycareddeeplyaboutitsemployeesaspeople.Becauseofmanagement'srecentsharpfocusoncorporateprofits,ChristensonworriedthatHallmarkwouldn'tbeabletokeepupitslongtraditionofcaringforemployeesandtheirfamilies.Forthecompanytoseeitswaythroughthecurrentcrisis,hehadtoinspiretheemployeeswhocreateandproduceHallmarkproducts.Christensonneedednewwaystostrengthenthefamily-orientedprogramsandshoreupmorale.IfyouwereRalphChristenson,whatmotivationaltechniqueswouldyouemploytokeepHallmarkoperatingatpeaklevels?Duringtimesofmassiveorganizationalchange,whatwouldyourecommendtoreassureemployeesandhelpthemdealwithstress?Howcouldyouimprovethecompany'scommunicationwithemployees.WhatstepswouldyourecommendformaintainingHallmark'straditionalfocusonemployeeneeds?MeetingBusinessChallengesatHallmarkCardsAsthenewvicepresidentofHumanRelations,RalphChristensonwasfacingrestructuringanddisruptionatHallmark.RumorsoflayoffsormassivejobchangeandlossofbenefitsechoedalongthecorridorsofHallmark'sKansasCityheadquarters.Employeesworriedthatprofitsharing mightbecutandthatotherimportantbenefitssuchaschild-carehelp,tuitionreimbursement,andworksharingwouldbelost.Alwaysknownforitsfamily-orientedatmosphere,thecompanyhadconsistentlyrankedamongthebestplacestoworkinAmerica.Butnowemployees'faithinHallmarkwavered,andChristensonneededtoreassurecompanyemployeesthatthingswouldworkout.AlthoughHallmarkCardswasahealthycompany,managementknewtheunderlyingcoststructurewastoohigh.Moreover,thetimeittooktodelivernewproductstomarketwasasmuchasthreeyears,fartoolongwhencustomertastescanchangerapidlyandthecompetitioncanreactmorequickly.Sowiththehelpofoutsideconsultants,Hallmark'smanagementdevelopedseveralstrategiestoreducecostsandintroduceproductswithgreaterspeed.Duringthistimeofchange,preservingemployeejobsandimprovingmoralewereChristenson'sprimaryconcerns.Sohedevelopedacreativesolutionforcontainingcostsbylookingbeyondwhatpeoplewereoriginallyhiredtodo.Toretainemployeesdisplacedbythemergerofthreedivisions,Christensondevelopedaprogramforretrainingfactoryworkerstol1andleofficejobs.Yetanothergroupoffactoryemployeeshelpedpaintanoperatingplantwhilereceivingtheirstandardwages.Whenfactoryworkisslow,employeescanevenchoosetovolunteerforcommunityworkwhiledrawingtheirusualpaychecks.Andnoemployeewithmorethantwoyearswiththecompanycanbeletgowithoutacasereviewbycompanyexecutives.SowithChristenson'shelp,Hallmarkwasabletoperpetuateitsspecialcaringforemployeesanditshistoryofnolayoffs.Thentospeedupthetimeittakestodevelopandintroducenewcardproducts,ChristensonhelpedHallmarkcreatecross-functionalteams.Beforethesechanges,Hallmarkartists,designers,printers,andfinancialstaffwereworkingasmuchasacityblockaparteventhoughsomeofthemwereworkingonthesamecarddesign.Withthenewteamconcept,theseemployeeshavebeenbroughttogetherintooneroomtocreate,develop,cost-justify,andproducenewcards.ThisapproachcuttheoveralltimetomarketfromthreeyearstoaboutoneyearandhelpedHallmarkcompetemoreeffectivelyintherapidlychanginggreetingcardbusiness.Employeesquicklyadaptedtotheideaofworkingtogetherinteams,andtheyembracedtheopportunitytolearnmoreaboutthecompany'soveralloperations.Next,Christensonaddressedemployeebenefits.Althoughworkersweregenerallyhappywiththeexistingbenefitspackage,ChristensonwantedtoofferevenmoresolutionstokeepHallmarkemployeessatisfied.Heneededtobuildatwo-waycommunicationchannelthatallowedhimto hearemployeeconcernsfirsthand;hesetupaseriesoffeedbacksessionsinwhichemployeescouldtellhimwhatwasontheirmind.Asaresult,Christensonreorganizedthehumanrelationsdepartmenttofocusonanumberofthemesimportanttoemployees.经典案例十三：Starbucks来源：新天地英语浏览：4201次13ProductandpricingdecisionsONTHEJOB:FACINGABUSINESSCHALLENGEATSTARBUCKSBrewingUpSuccessNationwideHaveyouhadyourcoffeeyettoday?Ifso,didyouopenacanofFolgersandbrewityourself,ordidyouhand$2toabaristaandaskfora"singletallskinnymochanowhipwithextracocoa"?MoreandmorecoffeedrinkersaregettingtheirdailydoseofjavafromStarbucksCoffeeCompany.Foundedin1971,Starbucksoriginallysolditstrademarkdark-roastedcoffeebeansinafewSeattlestores.ButeverythingchangedwhencurrentchairmanandCEOHowardSchultztookoverin1987.SchultzenvisionedsellinggourmetcoffeebeveragesinhipneighborhoodcoffeebarsliketheoneshesawoneverycornerwhilevacationinginItaly.HewantedStarbuckstobeameetingplacewherepeoplecouldexchangeideasandescapefromeverydayhassles.Andfromdayonehewantedtogonational.Schultzfocusedonbuildingacompetitiveadvantagethroughaloyal,well-trainedlaborforcethatdeliversconsistentlysuperiorproductsandservice.Healsofosteredacompanycommitmenttoemployerresponsibility,environmentalstewardship,passionforcoffee,andintegrityincustomerrelations.Hiseffortspaidoff.Inadecade,Starbucksgrewtoover1,100storesin22statesand3foreigncountries.IntheUnitedStates,Starbucksliterallychangedthedefi1itionof"agoodcupofcoffee."Loyalcustomersaredescribedas"religious"abouttheproduct.Infact,Starbucksissohighlyregardedthatthecompanyisleveragingitsreputationwithbrandextensions.Bottledcoffeebeverages,icecream,musicCDs,andacoffee-lacedbeernowbeartheStarbuckslogoandareavailableongrocerystoreshelves.Inaddition,thecompanyreceiveshundredsofjointventureproposalsfornewproductseveryweek. ButeventhoughthesuccessofSchultz'svisionhasledtounprecedentedopportunities,ithasalsocreatednewchallenges.RapidexpansionhasledsomeconsumerstoviewStarbucksasacorporatevillainthatridesintotown,throwsdownalumpofcashtogetthebestlocations,andthendrivesthelocalcafesoutofbusiness.LocalsfearthataStarbucksonthecornermeansthelossofacommunity'suniquecharacter.Brandextensionsalsoraisenewconcerns;Althoughinitialproductshaveprovensuccessful,theyruntheriskofdilutingStarbucks'coreidentityasapremiumcoffeecompany.Thecompanyalsofacesthechallengeofkeepingqualityconsistentasthecompanycontinuestogrow.Starbuckssetscustomers’expectationshigh,anditmustcontinuetomeetthoseexpectationstostayaheadofnewcompetitorsthatenterthemarketalmostdaily.TheseconcernsweighedheavilyonthemindsofSchultz'smarketingteamasStarbuckscelebrateditstwenty-fifthbirthday.TeammembersweredevelopinganewmarketingstrategythattheyhopedwouldestablishStarbucks'imageandassureitsfuturesuccessnationwide.Ifyouwereonthatteam,whatwouldyoudotomaintainStarbucks'leadershipposition?Howwouldyouevaluatethepotentialofnewproducts?Howwouldyoudefineyourtargetmarkets?WhatimagewouldyouwantconsumerstohaveofStarbucks,andhowwouldyoumaintainthatimageasthecompanycontinuestogrow?OntheJob:MeetingBusinessChallengesatStarbucksStarbucksentereditstwenty-sixthyearastheuncontestedleaderofthegourmetcoffeemarket.Thecompanyhadalreadyexperiencedincrediblegrowth,withsalesapproaching$700millionin1996,andSchultzhadplanstocontinueexpanding,openingalmost900newstoresoverthenextseveralyears.Butthecomingyearswouldundoubtedlyprovechallenging.CompetitorslikeTheSecondCup,Seattle'sBestCoffee,andBarnie'shadexpansionplansoftheirown.AndmanycompaniesimitatedSchultz'sformulaforsuccesswiththehopeofbeatingStarbucksatitsowngame.TheStarbucksmarketingteamhadtobesavvytostayontop.Theteambeganbyextensivelyresearchingbothcompetitors'andStarbucks'stores.Theybroughtinhiddencamerastodocumenthowwelltheemployeesknewtheircoffee,andtheyaskedcustomershowtheyfeltabouttheproducts,atmosphere,service,andcoffee.Theinsightstheygainedbecamethefoundationoftheirstrategy.Aswithallgoodmarketingstrategies,theheartoftheplanwasavisionofhowtheywantedtopositionStarbucksinthecoffeemarket.Inadditiontoremainingthequalityleader,theywantedStarbucksstorestoappearmorelikelocalcafesthananationalchainandmorelikeasanctuaryfromdailystressesthanjustatake-outcoffeestore.Othergoalsincludedboostingstagnantsalesinolderstores,establishingacentralfocusforallStarbucksproducts,anddevelopingnationaladvertisingthatwouldconveyaconsistentimage.Achievingtheseobjectivesrequiredmakingchangesinproducts,distribution,andpromotion.' Overtheyears,Starbuckscoreproducts,coffeebeansandbeverages,hadalreadyundergonechangestomeetcustomerpreferences.Butsomemerchandise,suchasmugsandcoffeemakers,hadbeenleftuntouched.Nownewmerchandisewasplannedforallstores.Inaddition,newfooditemswereofferedtoattractcustomersthroughouttheday(becausehalftheday'ssalesweretypicallymadeduringthemorninghours).Newproductsweretargetedforgrocerystoredistribution,includingcoldcoffeedrinksandicecreamnovelties.However,thecompanywasadamantaboutmaintainingitsidentitythroughstrictproductstandards.Ifaproductwasn'tfundamentallyrelatedtocoffeeandtoStarbucks'corevalues,itwouldn'tcarrytheStarbuckslogo.Theretaildistributionstrategyhadtoaddressadditionalchallenges.Tocombatthefearsofcertaincommunitiesaboutlosingtheiruniqueness,Starbucksbegandesigningnewstorestoreflectlocalcultures.Forexample,astoreinSeattle'supscaleQueenAnneneighborhoodhasafireplaceandlargechairsthatinvitecustomerstolingerandrelax.Thecompanyalsobeganredesigningolderstores(wheresaleshadbeguntoleveloff)inordertogivethemamorecomfortablefeel.Toexpanditsmarket,Starbucksrolledoutanationwidelineofspecialtycoffeestobesoldexclusivelyinsupermarkets.Thecompanypackagedthesupermarketcoffeeuniquelybutpricedthisnewlineofcoffeestomatchpricesatcompanystores,keepingthebrandimagehighwhilediscouragingcafecustomersfrompurchasingStarbucksatthesupermarket.Eventhoughproductanddistributionchangeswereimportant,awell-designedpromotionstrategywasthekeytobuildingaconsistentimagenationwide.Starbuckshadalwaystakenanundifferentiatedapproachtomarketing.Ifapersonwasacoffeelover,thatpersonwasapotentialStarbuckscustomer.Andresearchshowsthatcoffeelovershaveanemotionaltietothebeverage.Itcanevenbeapartoftheirself-identity.Tocapitalizeonthis,themarketingteamfocusedonbuildinganationalcampaignthatdidn'tfeelnational.TheywantedcustomerstobuildapersonalidentificationwithStarbucksproducts.Sotheadvertisementstheydevelopedweredown-to-earthandgenuine,depictingStarbucksasaplacetofindpeaceinahecticworld.Tocounterargumentsthatthecompanyistoopristine,Starbucksusedadsthatweresomewhatunpolished,asthoughanartstudenthaddonethem.Inaddition,thecompanybegantoexperimentwith"digitalmarketing"throughahipWebsitethatattemptstore-createthecoffeehousecultureontheInternet.Finally,toensurehighstandardsofqualityandmaintainwhatSchultzbelievesisStarbucks'biggestpointofdifferentiation,thecompanyreaffirmeditscommitmenttoitsemployees.AllStarbucksemployeesreceiveextensivetrainingbeforetheysetfootbehindacounter.Theyalsoreceiveprogressivecompensation,includingfullhealthbenefitsandstockoptions,evenforpart-timeemployees.AsSchultzsays,"Theonlywaywe'regoingtobesuccessfulisifwehavethepeoplewhoareattractedtothecompanyandwhoarewillingtosustainthegrowthasowners."OnlytimewilltellwhatthegourmetcoffeemarketwillIbelikewhenStarbucksturns50.Butbycontinuingtooffer'thebest-qualitycoffeeproductsinacomfortableenvironment,Iandbysupportingthebrandthroughinnovativepromotion,IHowardSchultzexpectsStarbucksto remainontopofthebeanhill经典案例12：She'sFlorists来源：新天地英语浏览：2996次12MarketingandCustomerSatisfactionFacingBusinessChallengesatShe’sFloristsProfitingfromaBunchofDataWithonly$500intheirpockets,HelenandMartyShih(pronounced"she")cametotheUnitedStatesfromTaiwanin1979topursueagraduateeducation.Butthebrotherandsisterweresidetracked--insteadofusingthemoneyDadhadgiventhemtobegintheirstudies,theyinvesteditinflowers.Avisionarywithapassionforlife,MartyShihbelievedtheyhadaone-waytickettoabetterlife.SoheandsisterHelensetupaflowerstandonaLosAngelesstreetcorner.Theyworkedhard--sometimes16and18hoursaday--andbeforelongtheywereabletomovetheirbusinessindoors.Neitherhadaformaleducationinmarketing,buttheyunderstoodtheimportanceofcustomerservice.Theybeganmakingnotesaboutwhotheircustomerswere,wheretheylived,whytheywerebuyingflowers,whotheyweresendingthemto,andwhattypesofflowerstheyliked.TheShihsusedthisinformationtosendpostcardsremindingcustomersthataspecialdaywasapproaching.Theircustomersappreciatedbeingremindedtosendflowers,andbusinessgrew.Customerbycustomer,theShihsexpandedbeyondtheirlittlelobbystand,eventuallyopening16She'sFlowersshopsintheLosAngelesarea.Theydidmorethanjustselltheirblooms.Theymass-producedtheirarrangementsonanassemblyline,justlikeMcDonald'smass-produceshamburgers.Eachshopofferedbetween15and21designs,whichwerelistedonamenuboard.Again,customersappreciatedthespeedandconsistencyoftheseflowerarrangements.However,bouquetsweren'ttheonlythingsblossomingatShe'sFlowers.Overtime,thecompany'scustomerinformationfileshadgrownandwerefullofvaluablenames--mostlyAsianAmericanimmigrants.Infact,theAsianAmericanmarketbecametheShihs'primaryfocus.PullingAsiannamesandaddressesoutofphonebooksandrecordingcustomersone-by-one,theShihseventuallygatheredsomanynames(allpotentialcustomers)thattheydecidedtospend$200,000tocomputerizetheirdatabase.In1985theydesignedadatabaseprogramthatallowedthemtotrackmuchmoreinformationthantheyhadbeenabletokeepbyhand--credit-cardnumbers,paymentdates,personalmessages,deliveryandvendorservices,preferredfloralarrangements,andsoon.Simpletorun,thedatabasewasintegratedwithalltheshops'cashregisters.Infact,employeescouldnotcompleteasalestransactionwithoutinputtingallcustomerdata,includingpersonalnoteslike"Mr.Jonesneverwantstheorchidarrangementtobesentto Mrs.Jones:'Itwasn'tlongbeforeFloralfaxinvitedShe'sFlowerstojoinaworldwidetelemarketingorganizationthatwasstaffedbyAmericanAirlinesreservationistsduringslowtravelperiods.Afterjoining,theShihs'annualrevenuesforthe16shopsdoubled-from$2millionto$4million.Convincedthattelemarketingwasagardenofopportunity,MartyShihbeganexploringthepossibilityofsellingotherproductstocustomers.IfyouwereMartyShih,howwouldyouprofitfromacustomerinformationfilethatcontaineddataonmostlyAsianAmericanimmigrants?Whatotherproductsmightyoumarkettoyourcustomers?Howwouldyoucontinuetobuildrelationshipswithyourcustomersandkeeptheirbusiness?MeetingBusinessChallengesatShe'sFloristsCustomerbycustomer,HelenandMartyShihbuiltabusinessempireservingthehugemulticulturalAsianAmericanmarket.WhileHelencontinuedtopushflowerstocustomers,Martybegantelemarketingotherservicestothisrapidlygrowingmarket.Afterall,havingadatabaseofAsianAmericanimmigrants,knowingtheirlanguage,andunderstandingtheirculturaldifferences,theShihscouldmaketheirblossomingdatabasepayoff.SoMartyShihfoundedtheAsianBusinessCo-op,anAsianbuyingclubthatnegotiatesdiscountsonproductsandservicesforitsmembers.Forinstance,byenteringintoajointventurewithSprint,theco-opsoldspecialdiscountlong-distanceservicestotheAsiancommunity.Ofcourse,thegrowthofthepartnershipwashelpedbythefactthatAsianAmericansmakethreetimesmoreinternationalcallsthanotherethnicgroupsintheUnitedStates.SoonMartyenteredintorelationshipswithotherserviceproviders:DHLAirExpress,NewYorkLifeInsuranceCompany,ServiceMaster,LucentTechnologies,UnitedVanLines,andPearleVision-tonameafew.ItseemedthattheShihs'not-so-littledatabase(currently1.5millionnames)wasagoldmineofopportunityforcompanieslookingfornewbusiness.AndMartywastheirbridge-repackagingandcustomizingproductsandservicesandsellingthemtoAsianAmericansatasubstantialdiscount.Attheheartoftheco-opwerethe550telemarketerswhounderstoodthediverseAsiancultureandcollectivelyspokesixdifferentlanguages-Mandarin,Cantonese,Korean,Japanese,Vietnamese,andTagalog(spokeninthePhilippines).Asianimmigrants(mostofwhomdidnotspeakEnglish)needingadviceondealingwithimmigrationofficialsorperhapshelpinunderstandingabill,couldcalltheAsianAmerican411(at1-800-777-Club)andgetwhateverinformationtheyrequested-forfree.Afterall.Martyknewthattheywouldeventuallybuysomething.Meanwhile,eachcallerwasaddedtothecompany'sdatabase.Withover1,200newimmigrantscallingdaily,theShihsdecidedtoselltheflowershopsandconcentrateonthemoreprofitabletelemarketingbusiness. TodaytheAsianAmericanAssociation(foundedin1995asanoffshootoftheco-op)comprises13companiesandhasbranchesacrosstheUnitedStates.The550informedtelemarketerssitreadyatcomputerbanksandphonestoaddressthefinancial,health,insurance,travel,andotherpersonalconcernsandneedsofAsianAmericans,whilemovingwellover$200millioninmerchandiseannuallyandbringingtheassociationover$25millioninannualrevenue.Theassociationhasbecomeacenterofsocial,cultural,educational,andpoliticallifeforAsianAmericans.Withover1.5millionmembers,thelistofofferingskeepsexpanding.Themorethetelemarketerslearnaboutthecallers,thebettertheassociationcanservethem.Headquarteredina65,00O-square-footbuildinginElMonte,California,MartyandHelenShihhavecomealongwayfr0111thatsinglestreetcornerflowerstand.Still,manychallengeslieahead.Withservicesaimedmostlyatrecentimmigrants,theShihsmustfindnewwaystokeepcustomersoncetheybecomemoreassimilatedintotheAmericanculture.Plus,it'snoteasytomarkettothisdiversegroup.Afterall,apersonwhoisChineseisnotJapaneseisnotKoreanorThai.Andthatmakesitespeciallydifficulttoconveyasinglemarketingmessage.But,"wealwayskeepthinkingbig,"saysMarty.Withover500,000peoplevisitingtheassociation'sWebsitedaily,there'sabloomingopportunityoutthere经典案例十一：Saturn来源：新天地英语浏览：3243次Employee-ManagementRelationsFacingBusinessChallengesatSaturnNegotiatingaRadicallyNewContractRichardLeFauveofGeneralMotorsandDonaldEphlinoftheUnitedAutoWorkers(UAW)hadbeenadversariesforyears.LeFauverepresentedmanagement(whitecollars,planners,ordergivers)andEphlinrepresentedlabor(bluecollars,strongbacks,ordertakers)astheyfacedoneanotherfromoppositesidesofthenegotiatingtable.However,whenLeFauvebecamepresidentofGM'sSaturndivision,bothmenagreedthatadrasticchangewasneededintherelationshipbetweenmanagementandlabor.FacingaggressiveJapaneseautomakers,bothmenbelievedthatmanagementandlaborhadalottoloseunlessanaltogethernewrelationshipcouldbeforged.LeFauverecognizedthatGMwasbattlingfiercecompetition.Honda,Toyota,andNissanhadaggressivelyenteredtheU.S.market,reducingGM’ssharetoabout35percent.CustomersbelievedthatbuyingGMmeanttheyweregettinglesscarfortheirmoney,andGMwasfindingitincreasinglydifficulttocompeteoncostalone.Foronething,Japanesecompaniescouldbuilda carinabout100hours,includingsuppliers'labor.GeneralMotorstooktwiceaslong,andLeFauvesawunionworkrulesasonecauseoflowproductivity.Atsomeplants,unionjobsweredividedintomorethan100classifications,soanentireassemblylinemightbeshutdownwhilealoneelectricianrewiredafaultyoutlet.Disagreementoveremployees'seniorityrights,jobsecurity,andwageincreasesthreatenedsuccessivecontractnegotiationsasGMtriedinvaintostreamlineproductionrules.LeFauvebelievedthatchangeswerenecessarytokeepthecompanycompetitive.YetEphlinsawunionmembersfacingmorethanthepossibilityoflosingmarketshare.Employeeswereconcernedwithpersonalsecurity:Morethan230,000unionjobshadalreadydisappearedbecauseofforeigncompetition,andatleast83,000morewereexpectedtovanishasJapanesecarmakerssteppedupproductioninnonunionUS.factories.Pridewasalsoatstake.AutoplantsintheUnitedStateswereaveraging82defectsforevery100cars,whereasplantsinJapanaveragedonly65.Unionautoworkersblamedtheproblemonmanagerswhoweremoreinterestedinproductionschedulesandquotasthaninraisingemployeeproficiency.EphlinnotedthatJapaneseautoworkersreceivedanaverageof370hoursofjobtraining,whereastheirUS.counterpartsreceivedperhaps46hours.Ephlinbelievedthatchangewasnecessarytoimprovetheskillsandjobsecurityofhisunionmembers.AsGeneralMotorsplanneditsSaturnDivision,bothLeFauveandEphlinwerefacingsomeofthemostcrucialquestionsintheirlongcareers.Howcouldmanagementpersuadelabortostreamlineproductionrulesforthegoodofthecompany?Howcouldlaborpersuademanagementtolookbeyondpurelyfinancialgoals?Mostimportant,couldmanagementandlaborbecometeammatesinsteadofadversaries?MeetingBusinessChallengesatSaturnSaturncouldbeviewedasoneofthemostexpensiveandriskyexperimentsinthehistoryofU.S.manufacturing:$5billionforamile-longfactorytoproduceacarthat,asonedealersaid,"drivesandfeelslikeaHonda."ToRichardLeFauveandDonaldEphlin,itwasthebeginningofanewrelationshipbetweenmanagementandlabor.AlthoughpartsoftheagreementbetweenGeneralMotorsandtheUnitedAutoWorkershave,beenimplementedinotherindustries,Saturn'sagreementwasthefirsttocombinesomanyideasinonepact.Insteadofthetraditionalboss-workerstructure,managersandemployeesarejoinedintoteamsandcommitteestomakedecisionsbyconsensus.ThesegroupsdecideeverythingaboutSaturn's operation,includingwhodoeswhatjob,whogoesonvacationwhen,howtoengineercomponentparts,howtomarketthecar,andeventhecompany'slong-rangestrategy.Forthefirsttime,laborisinvolvedindecisionsconcerningproduct,personnel,andprofits.UnionrepresentativeshelpedchooseanadvertisingagencyandhelpedselectwhichGMdealerswouldsellthecar.Unionemployeesarepaidasalaryinsteadofanhourlywage,and80percentofthem-determinedbyseniority-cannotbelaidoff,exceptinthecaseofsomecatastrophicevent.Eventhen,thejointmanagement-laborcommitteescanreducethehoursofoperationorevenstopproductiontopreventlayoffs.Foritspart,theUAWagreedtostreamlinetheproductionprocess.Thekeychangewasareductioninjobclassificationsfrommorethan100toamaximumof6forproductionemployeesandupto5forskilledemployees.Thischange,combinedwithstate-of-the-artproductionprocessesandequipment,helpedboostproductivity.Theunionalsoagreedtoaninitial20percentcutincompensationinexchangeforthesalariesandmanagement-stylebonusesemployeesnowreceive.FuturesalarylevelsaredecidedbyconsensusoftheStrategicAdvisoryCommittee,thehighestgroupofdecisionmakersintheSaturnhierarchy,andtheselevelsarebasedontheaveragehourlyratesatallU.S.manufacturingplants,includingthoseownedbyJapanesecompanies.Finally,inanefforttoteardownthewallsbetweenmanagementandlabor,allemployeesparkinthesameparkinglotsandeatinthesamecafeterias.Incontrasttothe597-pageUAWcontractcoveringallotherGMoperations,whichmustberenegotiatedeverythreeyears,the28-pageSaturnagreementisknownasalivingdocument,anditneverexpires.However,itcanbealteredatanytime,aslongasbothpartiesagree.SomeotherplantshavebeenthesceneofangryconfrontationsbetweenlaborandmanagementasGMclosessomefactories,outsourcespartsproduction,andtakesotherstepstocutcosts.TheSaturnplant,ontheotherhand,hasgenerallyavoidedsuchproblemsbecauseitscontractallowsbothsidestobeflexibleindealingwithissuesastheyarise.WhenfallingdemandforsmallercarsledtoproductioncutbacksandshrinkingemployeebonusesatSaturninearly1998,alargemajorityoftheUAWLocal1853stillvotedtokeeptheuniquecontract.ShopchairmanMikeBennettsaidthevotereaffirmsthatSaturnemp1oyeesare“committedtotheoriginalSaturnidea,”andthat“ThepartnershipisaliveandwellinSpringHill."WhethertheUAWwillletGMnegotiateasimilarcontractforfutureplantsisanopenquestion;sofar,GMcontractshavegenerallyfollowedthepatternbargainingoftheindustry.Still,Saturn’ssuccessshowsthatunionandmanagementarecapableofworkingtogethersothatbothbenefit.Thesedays,6,000Saturnemployeesproduceabout300,000carsayear,andthecarhasearnedareputationforquality.ThatsuccesshasbothChryslerandFordlookingcarefullyatthemodelofcooperationthattheUAWandGMhaveestablished
