Case Study 2 – Uni-President: Crisis Management Strategy

Directions for Case Report and Discussion: Must have finished paper Friday Aug 14th 8 am Eastern Standard Time

1. Think of you as a consultant brought to investigate the problem and provide recommendations.
2. The report quality should mirror a briefing that you would submit to a senior officer in the company—state the problem/issue company is facing, factors that influence the situation, alternate solutions, impact of each alternative and your recommended solution with justification.
3. Questions at the end of the case are provided to guide you thru the case. Do not submit the report in a Q & A format. Make sure to weave the responses to questions in the report.

Case Questions:

1. With its product deletion strategy, Uni-President achieved more effective and efficient supplier management. But this strategy also may have restricted Uni-President’s ability to meet the unique needs of specific consumer groups. Do the advantages outweigh the disadvantages? If a product deletion strategy is a necessary strategic move, what is the best way to implement this strategy and minimize its disadvantages?
2. Training and development can enhance staff knowledge and skills and reinforce the organizational culture. What other tactics could serve similar purposes? What kind of organizational culture should Uni-President build?
3. Communicating with various target audiences during a crisis is crucial, and it must be done in an efficient and effective manner. How can companies make sure they communicate a coherent message to their target audiences?
4. As a key player in the Taiwanese food manufacturing industry, Uni-President developed an effective crisis management strategy. Can the lessons learnt in Uni-President’s case transfer to crisis management in other sectors, such as professional services?
5. Uni-President identified two key criteria to evaluate the risk potential of food ingredients. What other important criteria, beyond potential seriousness and likelihood of risk, may be used to evaluate the risk potential of raw material in other industries? Do these criteria apply in other manufacturing industries?
6. Crisis management is crucial for most industries, yet the pursuit of an effective crisis management strategy may conflict with the pursuit of other organizational strategies. How should firm resolve this dilemma and achieve seemingly conflicting goals simultaneously?
7. Uni-President identified key elements of its effective crisis management, such as the appropriate management of suppliers and evaluations of raw materials. These elements might not be as significant in other contexts. What conditions may amplify or hinder the impact of these elements?