{"id":70,"date":"2017-01-22T21:12:45","date_gmt":"2017-01-22T20:12:45","guid":{"rendered":"http:\/\/mictory.dk\/?page_id=70"},"modified":"2017-01-23T14:35:27","modified_gmt":"2017-01-23T13:35:27","slug":"case-2","status":"publish","type":"page","link":"https:\/\/mictory.dk\/?page_id=70","title":{"rendered":"CASE 2"},"content":{"rendered":"<h5><\/h5>\n<h5><em>Xiamen, trading company with 40 employees<\/em><\/h5>\n<p>&nbsp;<\/p>\n<p><strong>SYMPTOMS<\/strong><\/p>\n<ul>\n<li>Almost no sales despite 8 years of business in China,<\/li>\n<li>Running out of money trying to generate business.<\/li>\n<\/ul>\n<p><strong>ROOT CAUSE<\/strong><\/p>\n<ul>\n<li>Interviews revealed that the sales team had other interests, and used the brands to open doors for their own business, run through guanxi.<\/li>\n<li>Sales manager, a highly trusted employee, turns out to be controlling the parallel business.<\/li>\n<li>G.M., participating in starting the company, takes no action on the situation.<\/li>\n<\/ul>\n<p><strong>ACTION<\/strong><\/p>\n<ul>\n<li>Sales team was\u00a0removed (not replaced), and the business and organisation was\u00a0consolidated.<\/li>\n<\/ul>\n<p><strong>RESULT<\/strong><\/p>\n<ul>\n<li>Immediately improvement of sales (with no sales team) as client requests now came through.<\/li>\n<li>Consolidating the value, owner avoided having to invest further, and the company became profitable within a short time.<\/li>\n<li>Owners decided in disappointment to sell the company after one year, and succeed after a thorough clean-up process.<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Xiamen, trading company with 40 employees &nbsp; SYMPTOMS Almost no sales despite 8 years of business in China, Running out&hellip; <\/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-70","page","type-page","status-publish","hentry"],"wppr_data":{"cwp_meta_box_check":"No"},"jetpack_sharing_enabled":false,"jetpack_shortlink":"https:\/\/wp.me\/P8jXvx-18","jetpack-related-posts":[{"id":117,"url":"https:\/\/mictory.dk\/?page_id=117","url_meta":{"origin":70,"position":0},"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":28,"url":"https:\/\/mictory.dk\/?page_id=28","url_meta":{"origin":70,"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":70,"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":351,"url":"https:\/\/mictory.dk\/?page_id=351","url_meta":{"origin":70,"position":3},"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":[]},{"id":567,"url":"https:\/\/mictory.dk\/?page_id=567","url_meta":{"origin":70,"position":4},"title":"Case 4","author":"Soren Niebuhr","date":"February 5, 2018","format":false,"excerpt":"Shanghai region, production company with +1.000 employees \u00a0\u00a0SYMPTOMS High cost on purchasing and outsourcing. Strong resistance to change\/optimisation in supply chain. Powerful threshold to single suppliers\/partners. \u00a0\u00a0ROOT CAUSES Benchmarking confirmed the threshold to suppliers to be unhealthy and expensive. Suppliers have a powerful and negative influence on organisation. Missing transparency\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/mictory.dk\/wp-content\/uploads\/2018\/02\/Syptoms-150x150.png?resize=350%2C200","width":350,"height":200},"classes":[]},{"id":139,"url":"https:\/\/mictory.dk\/?page_id=139","url_meta":{"origin":70,"position":5},"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":[]}],"_links":{"self":[{"href":"https:\/\/mictory.dk\/index.php?rest_route=\/wp\/v2\/pages\/70","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=70"}],"version-history":[{"count":0,"href":"https:\/\/mictory.dk\/index.php?rest_route=\/wp\/v2\/pages\/70\/revisions"}],"wp:attachment":[{"href":"https:\/\/mictory.dk\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=70"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}