{"id":68,"date":"2017-01-22T21:12:23","date_gmt":"2017-01-22T20:12:23","guid":{"rendered":"http:\/\/mictory.dk\/?page_id=68"},"modified":"2017-02-08T15:46:25","modified_gmt":"2017-02-08T14:46:25","slug":"case-1","status":"publish","type":"page","link":"https:\/\/mictory.dk\/?page_id=68","title":{"rendered":"CASE 1"},"content":{"rendered":"
<\/h5>\n
Production near Shanghai, <\/i>300+ staff, <\/i>270 <\/i>mio. revenue<\/i><\/h5>\n

 <\/p>\n

SYMPTOMS<\/span><\/strong><\/h5>\n
    \n
  • No profit for 3 years despite strong increase in the products globally.<\/li>\n
  • Heavy investment in a new factory to attempt meeting twisted market reports.<\/li>\n<\/ul>\n

    ROOT CAUSE<\/strong><\/p>\n

      \n
    • Trusted manager, employed from startup, controls finance, HR and IT.<\/li>\n
    • Anyone in conflict with trusted\u00a0manager\u00a0will be removed.<\/li>\n
    • Investor and global management are convinced the company is 100% depending on the trusted manager.<\/li>\n<\/ul>\n

      ACTION<\/strong><\/p>\n

        \n
      • The team\u00a0replaced the VP and took over purchase team for an interim period.<\/li>\n
      • New\u00a0VP assigned and permanent purchase team established.<\/li>\n<\/ul>\n

        RESULTS\u00a0(selected)<\/strong><\/p>\n

          \n
        • Savings on +30% equaling RMB 15 mio. yearly, with several quality improvements.<\/li>\n
        • Transparency and consequences of complex financing, clearly favoring personal interest.<\/li>\n
        • Internal manager\u2019s conflicts, and unclear responsibilities discovered and organization reorganized.<\/li>\n
        • Lowering blue collar staff turnover of 70%, to below 30%.<\/li>\n
        • Huge wastage from production examined and root causes identified and improved.<\/li>\n
        • Complete turnover of logistics and external warehouse.<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"

          Production near Shanghai, 300+ staff, 270 mio. revenue   SYMPTOMS No profit for 3 years despite strong increase in the… <\/p>\n","protected":false},"author":2,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"rop_custom_images_group":[],"rop_custom_messages_group":[],"rop_publish_now":"initial","rop_publish_now_accounts":[],"rop_publish_now_history":[],"rop_publish_now_status":"pending","footnotes":""},"class_list":["post-68","page","type-page","status-publish","hentry"],"wppr_data":{"cwp_meta_box_check":"No"},"jetpack_sharing_enabled":false,"jetpack_shortlink":"https:\/\/wp.me\/P8jXvx-16","jetpack-related-posts":[{"id":139,"url":"https:\/\/mictory.dk\/?page_id=139","url_meta":{"origin":68,"position":0},"title":"CASE 3","author":"Soren Niebuhr","date":"January 23, 2017","format":false,"excerpt":"Automotive production near Shanghai, 180 employees \u00a0 SYMPTOMS Client suspected they were paying too much for the purchase. ROOT CAUSE Purchase team was found to purchase very expensive. ACTION Purchase team was removed on the fly by G.M. MICTORY team took over the purchase function, and maintained production while replacing\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":28,"url":"https:\/\/mictory.dk\/?page_id=28","url_meta":{"origin":68,"position":1},"title":"about us","author":"Soren Niebuhr","date":"January 22, 2017","format":false,"excerpt":"MICTORY Management Ltd. is a Sino-Danish, Inter-Cultural company established in 2016 in order to improve performance management in foreign-owned companies in China, and to enable cost-efficient and secure sourcing and supply chain setup between China and Europe. \u00a0 WHO WE ARE: S\u00d8REN B. JENSEN, Managing Director, founder 20 years experience\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":352,"url":"https:\/\/mictory.dk\/?page_id=352","url_meta":{"origin":68,"position":2},"title":"ABOUT US","author":"Soren Niebuhr","date":"August 8, 2016","format":false,"excerpt":"MICTORY Ltd. is a Sino-Danish partner company, established in 2016 to improve performance management in foreign-owned companies in China, and to enable secure, cost-efficient supply chain setup between China and Europe. WHO WE ARE: S\u00d8REN B. JENSEN, Managing Director, founder 17 years experience in global business and intercultural management in\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":29,"url":"https:\/\/mictory.dk\/?page_id=29","url_meta":{"origin":68,"position":3},"title":"cases","author":"Soren Niebuhr","date":"January 22, 2017","format":false,"excerpt":"\u00a0 Through our previous assignments, we have sorted out complex inter-cultural\u00a0organisational issues for several clients, providing sustainable financial and managerial benefits using our\u00a0MICTORY APPROACH. We work according to the highest ethical standards and provide our clients full discretion. Some of our achievements can be found in below\u00a0case stories: CASE 1\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":117,"url":"https:\/\/mictory.dk\/?page_id=117","url_meta":{"origin":68,"position":4},"title":"OUR BUSINESS","author":"Soren Niebuhr","date":"January 23, 2017","format":false,"excerpt":"THE CHALLENGE: One of the greatest barriers for continuous business success of foreign owned companies in China is the\u00a0management of cultural differences. A major contributor to low performance is \u201cShadow Management\u201d within the organisation, based on favouritism, nepotism and corruption.\u00a0 An often overlooked and serious downside of the Chinese phenomenon\u00a0Guanxi.\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/mictory.dk\/wp-content\/uploads\/2017\/03\/k%C3%A0n_w.gif?fit=546%2C560&ssl=1&resize=350%2C200","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/mictory.dk\/wp-content\/uploads\/2017\/03\/k%C3%A0n_w.gif?fit=546%2C560&ssl=1&resize=350%2C200 1x, https:\/\/i0.wp.com\/mictory.dk\/wp-content\/uploads\/2017\/03\/k%C3%A0n_w.gif?fit=546%2C560&ssl=1&resize=525%2C300 1.5x"},"classes":[]},{"id":351,"url":"https:\/\/mictory.dk\/?page_id=351","url_meta":{"origin":68,"position":5},"title":"SERVICES","author":"Soren Niebuhr","date":"August 8, 2016","format":false,"excerpt":"(k\u00e0n - \"to see\", hand over eye) THE CHALLENGE: One of the greatest barriers for continuous business success of foreign owned companies in China is the\u00a0management of cultural differences. A major contributor to low performance is \u201cShadow Management\u201d within the organisation, based on favouritism, nepotism and corruption.\u00a0 An often overlooked\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]}],"_links":{"self":[{"href":"https:\/\/mictory.dk\/index.php?rest_route=\/wp\/v2\/pages\/68","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/mictory.dk\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/mictory.dk\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/mictory.dk\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/mictory.dk\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=68"}],"version-history":[{"count":0,"href":"https:\/\/mictory.dk\/index.php?rest_route=\/wp\/v2\/pages\/68\/revisions"}],"wp:attachment":[{"href":"https:\/\/mictory.dk\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=68"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}