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The 7 elements are grouped into two major categories, such as: soft elements and hard elements. The elements are as follows: strategy, structure, systems, shared values, style, staff, and skills. Through strategy, the company plans to maintain competitive advantage, while the structure refers to the hierarchy of the company. In both situations, the short and long-term, the hierarchy of the company suffers modifications and the executive needs to make sure the employees and everyone affected by the change are ready to experience it. Systems refer to every-day processes through the company, while shared values refer to the core value of the company. The executive will follow and enforce the shared values of the company in both the short-term and long-term events. Planning for the short-term and opening a new store in China, may be slightly difficult since it is the first time the company deals with such an action. That is why every step needs to be well calculated. It is the first time when the executive needs to come up with a plan involving the inventory of the new store, how it will be maintained, and how supply of products is made. Laws and regulations of China when it comes to retailing need to be considered
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No longer will the other managers and executives need to think locally and nationally. They have to think globally and that is a change required to be addressed in the first place. Since it involves opening a new store, the employees would be hired locally. This is a change that affects the managers because they will have to learn how the hiring process takes place in the country where the new stores are opened. The long-term strategy may not be as complex as the short-term strategy for change because there will be a precedent and the company will cope with the change easily.
Conclusion
Dealing with change can be challenging when a company focuses on going globally. This paper exposes the strategies an executive at a jewelry store has to deal with opening new store in China (a short-term objective) and other stores in the BRIC countries (Brazil, Russia, India, and China). Given the cultural diversity of these countries, hiring approaches, as well as the laws and regulations being different in these countries can make the achievement of the objectives more
No longer will the other managers and executives need to think locally and nationally. They have to think globally and that is a change required to be addressed in the first place. Since it involves opening a new store, the employees would be hired locally. This is a change that affects the managers because they will have to learn how the hiring process takes place in the country where the new stores are opened. The long-term strategy may not be as complex as the short-term strategy for change because there will be a precedent and the company will cope with the change easily.
Conclusion
Dealing with change can be challenging when a company focuses on going globally. This paper exposes the strategies an executive at a jewelry store has to deal with opening new store in China (a short-term objective) and other stores in the BRIC countries (Brazil, Russia, India, and China). Given the cultural diversity of these countries, hiring approaches, as well as the laws and regulations being different in these countries can make the achievement of the objectives more