Extra Clean Strategy (Scenario)
Extra Clean Soap Company has been manufacturing soap products, such as dishwashing liquid, bath soap, and shampoo, for over 20 years from its facility and headquarters in Dublin, Ireland. A recent opportunity allowed Extra Clean to purchase soap companies in Taiwan and India. Extra Clean is now servicing both foreign and domestic markets with its products and manufacturing in all three locations. Recent reports from managers in the foreign facilities indicate that Extra Clean sales in Taiwan and India are low due to a lack of local responsiveness. Extra Clean managers from Ireland, India, and Taiwan are having a teleconference in an attempt to devise a strategy to improve the profitability of Extra Clean.
Which of the following questions would be most important for Extra Clean managers to evaluate the integration-responsiveness framework?
◦ What types of global IT infrastructure and tools should be used in Dublin to maintain efficiency?
◦ Should the Extra Clean headquarters relocate to Taiwan for six months?
◦ Would the foreign managers benefit from a training session in Ireland?
◦ What type of balance is appropriate between headquarters and country managers?
Using concept maps as a learning strategy
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