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Fan Supply Co. Fan Supply Co (FSC)[1] is a leading Canadian company with full p
Fan Supply Co. Fan Supply Co (FSC)[1] is a leading Canadian company with full processes of design, development, and manufacturing of ventilator machines. FSC was founded in 2000. Over the years, profits and markets were stable, and company had steady growth in both aspects of product range and production rate. In 2015, the new leadership team announced the relocation of manufacturing unit to Shenzhen in China. The company also announced that it would hold its Research & Development (R&D) Unit in Canada. At the same time, leaders expressed their desires to expand into global markets and to find new market shares in Asian and Middle-Eastern countries. All went well with new corporate strategies. However, FSC is now facing some severe tensions and concerns. FCS has asked our consulting firm, the BMI Consulting, for help. Fan Supply Co (FSC) executives discussed many topics with me. As a Managing Partner of BMI Consulting, I saw this as an excellent opportunity for our newly hired fresh-graduate consultants to learn about cultural processes of business, process control, and negotiations. I picked three critical concerns of FSC: (A) FSC tried to have a manufacturing site entirely operated by Chinese workforce to gain contextual and operational benefits. However, there are now severe tensions between R&D and Manufacturing. People on both sides are not so happy. The executives explain about interaction ‘mess’ amid management teams in China and Canada: A Canadian manager is frustrated. She says: Chinese colleagues are very open-minded and hard-working. But, they ignore the importance of time. It seems they don’t want to handle any task on their own. They don’t act unless there is an official guideline or request from the headquarter. Also, they often ignore the quality procedures. Their way of communication is entirely different. A Chinese manager is upset. He explains: Canadian colleagues are excellent planners and extremely logical experts. However, they are making everything very technical. By setting and forcing unnecessary deadlines and targets, they make many tensions at the manufacturing site. They follow up every day and every hour, making it stressful for engineers and operators. Even if make the best quality, they still want to check everything. (B) In the last 15 months, FSC experienced a huge boost in demand. Covid-19 and the global shortage of ventilator machines have provided a great, but challenging, business opportunity to FSC. Corporate executives are highly concerned about their response toward market demands. The company needs to double its workforce within it manufacturing sites. But, the job requires skilled workforce, and training staff in a short span of time seems very challenging. The headquarter wants to send the Canadian technicians to train the new operators in China. But, they are wondering how to handle this project in the most productive way, and how to monitor the progress of the process. (C) Recently, the company received a partnership proposal from a reputable company located in Kuwait. The offer looks like an excellent opportunity for FSC to expand into the Middle-Eastern Market. The corporate leaders are set for negotiations next month. However, the company does not have any experience dealing with a corporation in countries like Kuwait. Since securing this deal is extremely important to corporate executives, they want to have a productive negotiation with the middle eastern company. 1. Tell the reader about the role and importance of culture and cultural considerations in business collaborations and negotiations. Also, provide a cultural analysis of China. 2. Using an analytical framework, analyze corporate concerns in all three areas of A (Collaboration & Culture), B (People & Operations), and C (Negotiation & Culture). 3. Using your analysis and class learnings, provide logical recommendations for FCS executives in all areas of concern. • You should have a brief but professional introduction and conclusion and paragraphs with complete sentences. • Do not use point-form.

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