Диссертация (1152616), страница 26
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Can we trust ourcustomers, will they pay for the product and can we minimize cheating to an absoluteminimum? How can we build a system that is not insulting for people who are to betrusted, and yet cannot be fooled and sabotaged by (the few) people who steal and takeadvantage of the situation?Another interesting system is self-check systems in retail and supermarket stores. Sincethe beginning of this century, a number of stores have started using different systems of154self-scanning. After testing several versions in a few pilot stores AH supermarketsdecided in 2006 to use its system in a big number of its supermarkets.AH supermarket is a part of the AHOLD concern; in The Netherlands AH has currently835 "regular" supermarkets in neighborhoods, 31 AH XL stores (very big), and 52 "AHTo go” stores (small, higher prices, in train stations etc); the self scan system is basedon a shifting "trust paradigm" as checking usually means: we don't trust you.The customer bleeps and scans each item he wishes to buy using a device that he picksup at the entrance of the supermarket.
After scanning each item, the customer puts themin his shopping cart, while walking through the store. In the end the self-scanningdevice needs to be put in an electronic reader, that tallies up the total. After the customerpays the required amount by debit card, he gets a paper coupon, which enables him toopen an exit gate, so he can leave with his groceries.The philosophy behind this system is based on the paradigm of “trust your customer",however, to participate as a customer, one first has to apply and go through a screeningprocess. A form needs to be filled out, and only after the applicant has been admitted asa "self scanning customer", he gets a personalized card with a barcode. Advantagescommunicated to the customers of self-scan systems seemed to be mostly psychological(speed of scanning, easy, see your cumulated shopping amount instantly).This "bonus+ card" allows customers to use the self scanning system, yet randomverifications are conducted at the exit counter.
If a customer has “made a mistake", trustis violated, and this customer can expect more frequent controls… After no new"mistakes" are registered, i.e. trust has been restored, the frequency of verificationsdecreases.Other retailers are using similar techniques, mostly across Europe and in NorthAmerica. Yet, this new system seems to have its own limits as a 2006 survey showed155that systems like this can be used for about half the market: when asked, some 60% ofcustomers prefers a physical check out person.Jacob “Rob” Laas, IMBS Business Faculty, The Hague Univ. of Applied Sciences, TheNetherlands, extracted from [60]156Приложение Д(обязательное)Примеры кейсов, использованных в качестве метода исследования дляразработки Матрицы индексов (МИККВ)Case study #1: Strong difference in work management perceptionCase study by FHWS MBA Students J.
Dergunov and P. Firdaus, Fall 2014a. Description of misunderstandingsRecently a team consisting of several of our best professionals was assigned to developa new corporate strategy to enter a new market. The team members come fromGermany and Indonesia and are considered to be highly skilled for such a task.Nonetheless the team couldn’t provide results neither in quality nor in time. TheGerman members complained that the Indonesians were never on time to scheduledmeetings and therefore created delays and time pressure for German, because theyusually had meetings following up. The Indonesian member on the other hand feltinsulted because the German members wanted always to start the meeting directly withought willingness to socialize and talk about the recent event. And both member groupssaid that they had difficulties in conversations.
As a result the willingness to worktogether declined and the personal barriers have risen up.b. Cross cultural analysisAt the beginning it must be said that the Indonesian members never wanted to be late. Itjust their cultural background and polychronic approach toward time. They tend tomanage their actions to get the best of their time. Therefore they didn’t want to stop onejob they had started before to rush to a meeting with Germans. The German people onthe other hand have a monochronic time view and would leave a started job to bepunctual to a meeting. That’s why they also wanted to start directly with the meetingsand didn’t want to waste time to private small talk, so that they can get the most actionof their time.
The Indonesians on the other hand see such a small talk as important157because of their high context culture. It is important for them to have an interpersonalrelationship so that they can have a feeling of trust. They also rather prefer small talk asa communication channel to distribute information to many official e-mails, which theyusually get from the German members. Indonesian member also need a in a groupfeeling to perform better, while the German don’t really see such a topic as important.The difficulty in communication is a result in different conversation spins of bothcultures.
While the Germans usually start with specific topic and talk around it whileIndonesians prefer to go a diffuse way. They start to talk about important topics to comein the end to a point.c. RecommendationsRelationship: The next time before a bigger project will start, it is highly recommendedto bring all direct project members together for a starting event. Such an even could lastone to several days and should contain possibilities for small talk to build personalrelations as well as challenging jobs, which the team members must solve as group.Additionally cross-cultural differences of countries should be discussed, so that allmembers have better understanding of their fellows. As a final result the personalrelationships will improve and therefore increase trust among members.
And theincrease in trust will result in higher working speed and better performance.Meetings: The Indonesian members should be highly included into the preparation oftime schedules of meeting. One’s a good personal relationship is established, they willtend more to meet the needs of other cultures/members. Moreover the Indonesiansmembers should be the one, who should start the meeting and provide the firs input.This will give them the responsibility right from the beginning and will encourage themto be more punctual because the rest of all members will rely on them.
The agendasshould also be with distributed responsibilities.Communication: To improve the communication style it is recommended to combineboth style, Indonesian and German. And to do that means to give both the Diffuse andthe Specific enough time but at the same time limit the periods.
This means that the158team should regularly provide small but qualified results. The time in between shouldbe limited in a moderate way. As a result there will be enough space to discuss generalissues (could be caught up by a mind map methodology) but at the same time every onewill know, which results are expected from them in the end.
Additionally each meetingshouldn’t be conducted to provide a clear result. It should be rather the sum of theefforts to lead to success.Case study #2: Group influence in KoreaCase study by Master Student D. Song from Korea, Spring 2017Doing Erasmus program, I've had many chance for meeting many different foreignfriends. One day, I went to grocery store with my fiat mate. We've decided to buysomething for late-night snack and we chose snacks.
At the counter, my fiat mate foundthat he had no money in his pocket, so I paid for ail. After coming back to the fiat, myfiat mate wanted to pay but I thought that it's not big amount and I want to do him afavor because I wanted to become intimate with my fiat mate.Consequently, I said you don't need to pay, but he eagerly continued to pay the share forhim and I was surprised.
Between my home country friends, it's common to pay otherperson's share and vice versa, next time the other person who is paid by me will pay forme.Explanation:I think that this is usual for western culture. Different with Asian culture, they surelywant to burden their share equally. For them, it's not common to be paid or to pay forothers. I think that this tendency stem from different concept between individualism andcollectivism. Usually, Asian people tend to care the whole group more than individualthemselves.
On the other hand, European people tend to concentrate more onthemselves as an individual persan more than the group they are belonged.159Because of this tendency, the company who wants to start its foreign business shouldknow about this cultural difference. In Korea, members of one company are required tobe part of company. They are not expected to be independent individual people but theyare expected one portion of whole company entity.
For example, there are manymandatory events which is not related to business but all the members shouldparticipate. In contrast, employees are treated as dependent workers in Europeanculture. Who wants to open new branch in Asian country or in European country shouldbear this in their mind.Case study #3: Role of Hierarchy in Russian IT BusinessCase study by Master Student M. Kroesbergen from the Netherlands, Spring 2017When doing business with a country or company from a different culture, it is importantto know what role hierarchy plays in a countries' business culture. This is important forseveral reasons. When you want to do business with a certain party, you need to find theright person to do business with.
In which hierarchical level you need to search, differsfrom country to country. The misunderstanding that can occur if you are not aware ofwhat role hierarchy plays in a certain culture is that you might start to do business withthe wrong person. As a result, business may not be efficient and successful.When Western-European and Russian organizations are willing to do business witheach other, this misunderstanding can occur. A Dutch person, for example, who wantsto do business with a Russian firm and is unfamiliar with the Russian culture, wouldprobably contact someone from a lower hierarchical level.
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