Micro Case Study: Trend Micro

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Before 2005, the functions were spread over U.S., Latin America, Asian Pacific, Europe and Japan. However, Trend Micro had changed the organizational structure as years passed as a response to many external factors and the changes of needs and wants of customers. The organization realized that the continents and countries working separately didn’t work efficiently, so they decided to make it a “translational company” and take the world as a whole for better results. This is when this company decided that the financial headquarters is going to be located in Tokyo as has a stable and low costs funds, the product development in Taiwan as there was sufficient number of workers with Ph.D. degrees; and the sales and market department are located …show more content…
Jenna Chang one of the owners established that at the beginning: “The company’s “3C” culture of Change, Communication, and Creativity reflected the characters of its founders.” , but never thought about how important would be at the time of taking decisions. As time passed, the organization did not innovate, and as the internet is constantly changing as well as the environment, they were seen obligated to modify. Moreover, the other owner, Steve, claimed that to face any issue in order to grow they demanded to implement change in many areas, such as in organization, strategies, the way they sell and how they use funds. The sudden request for change had a considerable impact on the organization, Jenna insisted on the advantages that “dynamic change” will bring:“They bring advantages that we need in order to grow in our weakest market, the United States. While they may be overly direct and place less value on relationships, they may indeed help us better accept and face up to harsh marketplace realities.” The owners, Steve and Jenna, in order to improve the structure of the organization worldwide, they called each of their office branches one a year. Many years later they decided to add one C more to the 3C’s, …show more content…
Moreover, Trend Micro has to learn how to focus on the new products and the new customer challenges. First, they have to focus on the customer’s problems, select people including both employees and channels who can solve the customer’s problems. Also, they did not have to be distracted by internal and external noises such as old channels, renewals business, old Trend Micro people and old products. Thirdly, they have to learn how to be valuable for the customer with new proposals, new customer approach, and new

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