Shui Fabrics

Shui Fabrics

Strayer University

MGT 500

Abstract

In this critical analysis of Shui Fabrics, there seems to be some disagreement with the way Ray Betzell and Chiu Wai would handle a 5-year history joint venture with an Ohio-based Rocky River Industry. Inoculating the firm from uncertainty surrounding the periodic, often contentious U.S.-Chinese textile trade negotiations is something that Rocky River Industries really cares about after 3 years. They would much rather see an increase in their rate of return. At this point in time they are basically demanding a change or go elsewhere with their joint venture. Ray is trying to keep his boss happy and keep the Rocky River Industry profitable. On the other hand, Chiu is trying to protect his company from being in hot water by creating a monopoly on Chinese soil. With this synopsis we will identify some of the differences in perspectives, and a strategy that will appease the two parties.

1. Describe the differences between Ray Btzell's and Chiu Wai's perspectives on Shui Fabrics' return on investment (ROI) in terms of the GLOBE Project value dimensions.

Being that the ROI and a creating a monopoly are the two issues at hand, Ray and Chiu have a discrepancy. Based on the GLOBE Project value of dimensions Ray perspective seems to leaning more toward Assertiveness. Ray and the Rocky River Industry want to be competitive, tough and dominate so that the ROI is 20 percent. It is understood that an investor would want to feel that they are getting a substantial amount of return on their investment and not pennies. Chiu perspective is on the lines of performance orientation. This means Chiu pays less attention to performance of a companies ROI and more attention to loyalty, belonging, and background. Ray and Chiu have an issue on perspectives and they need to be addressed so they both can be on the same page. There also needs to be a compromise of some sort so that both parties can be in agreement...