Paper Topic:

case study analysis

1 . During 1990s the Seagram Company faced new business challenges of that time : increased taxes on liquor , the early 1990s recession increased government regulation , and social criticism of spirits marketing . Thus , CEO of the company decided that crucial actions should be done to change the situation . These actions included expansion of spirits business into China and other countries in Asia Pacific as well as purchase of some other smaller companies in order to differentiate company 's products and activities . Certainly , all these actions were very important for the company , its image , consumers

and customers However , president of Seagram Edgar Bronfman found out that the main change should be done in the values of the company so that each employee understands , accepts and follows them . These values were addressed both to company 's employees and customers

As Bronfman considered , these values were the missing link for the company development and penetration into new markets . His vision for Seagram was to be the best managed beverage company . Though to achieve this goal , financial investments were not enough . Exactly the basic of the company , that is values and principles , should be changed since people are ruled by them in everyday at the working place . Thus it was very wise from Edgar Bronfman to state that processes would change only if behavior changed : Values drive behavior , behavior drives our processes , and our processes will drive results . These words became the beginning of new changes within the company that later led to rapid development , better relations with consumers and customers and most important loyalty of employees to the company

Being a good manager , Bronfman knew that sometimes even bonuses and salary increase could not motivate employees if they are disappointed in the actions of top management or principles of the company . Thus Seagram would have to unlearn its old culture typified by silos , risk aversion , hierarchy , and limited communication and move to a new culture where employees would become innovative , cooperative , communicative , and customer-oriented

2 . The main important thing that CEO of Seagram did is that they allowed each employee to participate in the formation of the company future values . It gave employees the feeling that their ideas are considered and valued by the top management and each of employees might somehow help to make changes within the company for better . Moreover , employees represented a cross-cultural mix of nationalities from Asia , Europe North America and South America . Certainly , new values would develop new wording to minimize culturally unclear and irrelevant concepts Employees ' inputs were fed back to the top executives who redrafted the values . There occurred to be six main values : Consumer Customer Focus Respect , Integrity , Teamwork , Innovation , and Quality . All these six principles have one thing in common : respect to everyone you deal with that is , co-worker , managers , CEO , and customers . By living these values employees of Seagram expected to achieve growth objectives , and make Seagram the company preferred by consumers , customers , employees shareholders , and communities

Introduction of values in Seagram was done in...

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