Mark works for a German company in the U.S., a tier-one automotive supplier. His team discovered a serious opportunity. Detroit clearly stated its interest.
Mark’s team prepared the business case. Key departments were on board. They then got the green light from their otherwise very critical U.S. management.
With high hopes they were off to Germany to persuade the board. Four days of intense scrutiny. Then rejection. It wasn’t pretty. What went wrong?
Mark works for a German company in the U.S. With a proud, one hundred year old tradition. Located in the Black Forest in the southwest of Germany. Roughly ten thousand employees, and about 1.75 billion Euros in annual revenue.
It is a supplier to the automotive industry in the U.S., and not just to VW and Mercedes Benz, but also to GM, Ford and Chrysler. The company has first-rate technology, a clear organizational structure, efficient internal processes, and an intense desire to innovate.
Mark has a mechanical engineering background and spent many years in development. He then went on to head up the supply chain organization in North America. Two years ago he moved into sales/marketing. After a year he became that area’s Vice-President for North America.
Questions
How well do you think Mark knows Germany and the Germans? How well do you think his German colleagues know the U.S. and the Americans?
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