Case Study 2: Rameses International (20 marks) Read the case study and answer each question related to the case drawing on facts from the case and...
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Case Study 2: Rameses International

(20 marks) Read the case study and answer each question related to the case drawing on facts from the case and unit content of Business Ethics unit. Jeanette was recently appointed CEO of Ramses International, which is a long established, family-run export house specialising in buying manufactured goods from Western Europe and the USA for re-sale in Africa and Middle East. Jeanette was previously Marketing Director of one of the Ramses international's biggest suppliers. She is the first CEO appointed from outside the family. Ramses International had been very successful for many years, but has begun to suffer from increasing competition in its chosen markets, particularly from strong manufacturing companies expanding downstream to capture more from its suppliers. Ramses had introduced a number of initiatives over the past three (3) years in order to try to respond to the challenges it has faced. These initiatives have included: seeking a wider range of products to re-sell from a boarder supply base (more suppliers); attempting to have closer collaborative agreements with major suppliers to minimise any potential conflict; and attempting to operate in more markets. However, none of these initiatives has been particularly successful, and turnover has stagnated. Jeanette has said that one of the problems which is affecting Ramses' competitive position is that the underlying logic behind the initiatives appears to be finding ways of improving performance whilst maintaining the company's existing business model and culture. However, Jeanette has argued that in order to respond to the changing environment, Ramses need to consider making some more fundamental changes to the company's vision and strategy. Jeanette arranged a board meeting to discuss Ramses' future strategies and its strategic management process. The response of board members to the planned meeting and pursuing strategic change has been positive and constructive. However, Jeanette has added the following note of caution: 'We need to remember that senior management teams within companies can often be good at analysing their company's position, and identifying potential strategic options available to it. However, they are often much less successful in actually implementing the chosen strategies'. Case questions (all questions carry equal marks of 10 each) 1. As a board member for Rameses International, what would you identify as the key challenges being experienced by Jeanette as the CEO? Suggest at least four (4) strategies that the Rameses International executive team could pursue in order to make the company competitive again. Drawing on your learning from the unit, explain the benefits and disadvantages of each strategy. ENTER YOUR ANSWER HERE 2. Using evidence from the case study, explain which organizational culture you believe is being evidenced at Ramses International. Would you recommend changing the current organizational culture? Why or why not? Justify your recommendation using your learning from the unit to support your arguments.

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