2009-07-13 20:11:30肥雪
Taiwan Apprentice Task 3 : Live on ICRT!!
winner.bmp
Task #
3
Scenario: You are the CEO of a large
manufacturing company that has been based in Taiwan for over 30 years.
With rising labor and operating cost you are under pressure from your
shareholders to relocate your manufacturing operations to a lower cost country
such as Vietnam or China. At the same time, you realize shutting your
operations in Taiwan will cause great hardship for your current employees, many
of whom have been with the company for over 20 years. While it would be
possible to remain in Taiwan, it would take substantial capital and human
resource investment over the long-term and your bottom line would suffer.
What is your decision -- bottom line or social
responsibility? Back up your answer with reasons addressing both your
shareholders and current employees.
Good morning, this is Damian Cheng, candidate of Taiwan Apprentice. As the CEO of a long history and recently challenged factory, I clearly understand the situation that our company is now facing and every step I take will cause deep impact to our shareholders and employees. While I am given up two options of moving to other cheaper labor countries and of staying in the status quo, I would boldly say that I want them both. I would move our low end, uncompetitive and labor-oriented business to Vietnam and refocus our business in Taiwan as high end and high added value product provider. Before I start to do so, I would hold a meeting with board of directors, stating that this is a win or go home situation to us, as a captain of the whole ship, the way I choose would not only make us to survive but eventually triumph. Once I win their support, I would also speak openly to all our employees about our decision. Some employees might have to go to Vietnam as our core components there while some of our employees will have to receive advanced training to match our new production line. Some of them might have to take some days off if they fail to match our requirement, while eventually we would create more jobs if we successfully redefined ourselves as total solution provider to our customers. Our oversea factory can offer cheap and reliable merchandises and our Taiwan Company offers high quality and customized products. It is not a choice between responsibility to shareholder or society here but a win-win situation we are going to make, not to mention it is already too late for us in 2009 to move our whole incorporation to Vietnam or China since there are so many competitors there. We might be financially difficult in the beginning and we might be in a comparatively uncompetitive industry in Taiwan; however, there are so many examples that we can learn from like GIANT, Uni-president, Acer and Asus. These are winners in their own field and they all had the same dilemma as we have now. Therefore, I would choose to move our low end department to Vietnam and try to lift our product quality while at the same time lift our price and value, by doing so we can not only keep our workers but create more jobs. I am not going to tell our shareholders and employees reasons, I am going to tell them versions; versions of becoming leader of the industry, versions that are achievable. I am Damian Cheng, thanks for your listening.
感謝各位力挺,鄭雨霖幸運不負成為2009台灣接班人!!
各位師長夥伴親友大家好:
承蒙各位的關照,我順利獲選為2009台灣接班人!!謝謝各位師長們不吝為我投票,謝謝您!!
真的萬分感謝,有您的支持我才能一路前進至此,也希望大家繼續支持!!
接下來我將代表ICRT與台灣頂尖CEO對談並完成報告,藉機自我推銷獲取工作機會.
如您認為我的報告有需加強處,也請您給我指教,我會虛心接受!!
Damian Cheng is 2009 Taiwan Apprentice!!
Dear IPPAMers & friends:
Thank you for your great help, I have successfully been voted as 2009
Taiwan Apprentice!!I will then have interviews with top CEOs in Taiwan and
try my best to win their offers!I will write a report about all this!!
Without your help I would not have been here!!
Best Regards
Damian Cheng
Good morning, this is Damian Cheng, candidate of Taiwan Apprentice. As the CEO of a long history and recently challenged factory, I clearly understand the situation that our company is now facing and every step I take will cause deep impact to our shareholders and employees. While I am given up two options of moving to other cheaper labor countries and of staying in the status quo, I would boldly say that I want them both. I would move our low end, uncompetitive and labor-oriented business to Vietnam and refocus our business in Taiwan as high end and high added value product provider. Before I start to do so, I would hold a meeting with board of directors, stating that this is a win or go home situation to us, as a captain of the whole ship, the way I choose would not only make us to survive but eventually triumph. Once I win their support, I would also speak openly to all our employees about our decision. Some employees might have to go to Vietnam as our core components there while some of our employees will have to receive advanced training to match our new production line. Some of them might have to take some days off if they fail to match our requirement, while eventually we would create more jobs if we successfully redefined ourselves as total solution provider to our customers. Our oversea factory can offer cheap and reliable merchandises and our Taiwan Company offers high quality and customized products. It is not a choice between responsibility to shareholder or society here but a win-win situation we are going to make, not to mention it is already too late for us in 2009 to move our whole incorporation to Vietnam or China since there are so many competitors there. We might be financially difficult in the beginning and we might be in a comparatively uncompetitive industry in Taiwan; however, there are so many examples that we can learn from like GIANT, Uni-president, Acer and Asus. These are winners in their own field and they all had the same dilemma as we have now. Therefore, I would choose to move our low end department to Vietnam and try to lift our product quality while at the same time lift our price and value, by doing so we can not only keep our workers but create more jobs. I am not going to tell our shareholders and employees reasons, I am going to tell them versions; versions of becoming leader of the industry, versions that are achievable. I am Damian Cheng, thanks for your listening.
感謝各位力挺,鄭雨霖幸運不負成為2009台灣接班人!!
各位師長夥伴親友大家好:
承蒙各位的關照,我順利獲選為2009台灣接班人!!謝謝各位師長們不吝為我投票,謝謝您!!
真的萬分感謝,有您的支持我才能一路前進至此,也希望大家繼續支持!!
接下來我將代表ICRT與台灣頂尖CEO對談並完成報告,藉機自我推銷獲取工作機會.
如您認為我的報告有需加強處,也請您給我指教,我會虛心接受!!
Damian Cheng is 2009 Taiwan Apprentice!!
Dear IPPAMers & friends:
Thank you for your great help, I have successfully been voted as 2009
Taiwan Apprentice!!I will then have interviews with top CEOs in Taiwan and
try my best to win their offers!I will write a report about all this!!
Without your help I would not have been here!!
Best Regards
Damian Cheng