IBUS 6002 University of Sydney Should Apple Build a Factory in China Case Study The tutor will give specific scenarios for each case study with 2 possible

IBUS 6002 University of Sydney Should Apple Build a Factory in China Case Study The tutor will give specific scenarios for each case study with 2 possible solutions. Each group will be required to represent one of the solutions.

The case has a core point, choosing Solution A or solution B

Choose one solution first, then provide rational and analysis

Argument Essay Structure(700-800):

1. intro: background+ dilemma + solution (100-150)

2. Rational+ analysis

a. provides some reasons why you agree this solution according to the importance.

b. analyzes the benefits of the solution

How analyze? Refer to the content of lecture (eg, some theory, Hofstede, leadership) and readings we studied in class (the attached file “lecture and readings”), you can also find other sources and referred it.

3. Critical thinking Consideration of rationale’s the opposing option may use during the debate and other supporting information including similar recent events.

4.. Conclusion (50-100 words)

5. Reference (APA 6th) when you use the content of reading, please also help me referred it. 56
Part 1
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the global manager’s environment
C a S E S T U dy
Apple’s iPhones—Not “Made in America”1
Copyright © 2016. Pearson Education Limited. All rights reserved.
Apple has become one of the best-known, most admired and most imitated companies on earth,
in part through an unrelenting mastery of global operations.2
There are risks and rewards for all in a global economy. The globalization of human capital results
in a range of winners and losers around the world: companies and their stockholders, consumers,
contractors, firms up and down the supply chain, employed people, and unemployed people, as well
as their economies. In February 2011, President Obama asked Apple’s Steve Jobs (now deceased)
why Apple could not bring back all the jobs it used to provide in the United States. The jobs related
to most high-tech products made by companies such as Dell, HP, and Apple have now migrated
overseas, including those for Apple’s 700 million iPhones (as of March 2015) as well as millions
of iPads and now Apple Watches. Time broke down a retail price of $500 for Apple’s iPhone, for
example, and estimated that $61 worth of value comes from Japan, with its high-end technology
manufacturing; $30 of value is added from Germany; $23 from South Korea; $7 from Chinese assembly lines; $48 from unspecified sources; and $11 from the United States. Those inputs total $179
for parts and assembly abroad, leaving Apple, the inventor in the United States, a profit of $321.3
For the first quarter of 2012, Apple made $13 billion in profit.
Although Apple directly employs an estimated 43,000 in the United States and 20,000
overseas, an additional 700,000 people engineer, build, and assemble iPads, iPhones, and
Apple’s other products in Asia and Europe. Sophisticated component parts outsourced in various
countries are assembled in China. Some of those are contracted to the Taiwanese-headquartered
company Foxconn’s Longhua factory campus in Shenzhen, for example, where more than
300,000 employees live in dorms, eat on site, and churn out iPhones, Sony PlayStations, and
Dell computers. Foxconn Technology, with 1.2 million employees in plants throughout the
country, is China’s largest exporter and assembles an estimated 40 percent of the world’s consumer electronics, including for customers such as Amazon, Dell, Hewlett-Packard, Nintendo,
Nokia, and Samsung. No other factories in the world have the manufacturing scale of Foxconn.
The answer to President Obama’s question is not as simple as the ability to acquire cheaper
labor overseas; Apple’s executives and those at other high-tech firms claim that “Made in the
U.S.A” is not a competitive strategy for them because America does not compare favorably
with the industrial skills, hard work, and flexibility that can be found in companies such as
Foxconn. Questions about what corporate America owes to Americans are met with the example
of thousands of Chinese workers being roused in the night to accommodate a redesigned iPhone
screen and, within a few days, being able to produce 10,000 iPhones a day—a feat not possible
in U.S. factories. Although the cost of labor is a small percentage of an iPhone’s cost, the major
advantage and cost saving in China is in the management of supply chains and rapid access to
component parts and manufacturing supplies from various factories in close proximity. In addition, Apple maintains that the large number of engineers and other skilled workers who could be
accessed on short notice in China simply are not readily available in the United States; nor are the
factories with the scale, speed, and flexibility that such a high-tech company needs. Apple executives give the example of visiting a factory to consider whether it could do the necessary work to
cut the glass for the iPhone’s touchscreen. Upon their arrival, a new wing of the plant was already
being built “in case you give us the contract.”4 Fareed Zakaria, in Time, maintains that this competitive edge is gained largely through Chinese government subsidies and streamlined regulations
to boost domestic manufacturing. In the end, however, Apple maintains that:
We don’t have an obligation to solve America’s problems. Our only obligation is making the
best product possible.5
However, after a number of suicides at Foxconn in 2010, reportedly attributable to the poor
working conditions and excessive hours for very low pay, Apple was under some pressure
from negative publicity; subsequently, Foxconn raised wages, retained counselors, and literally strung nets from its highest buildings (to catch people). Apple does have a supplier code
Deresky, Helen. International Management: Managing Across Borders and Cultures, Text and Cases, Global Edition, Pearson Education Limited, 2016. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/usyd/detail.action?docID=5187790.
Created from usyd on 2020-05-26 22:18:27.
ChaPter 1
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assessing the environment
57
of conduct. In January 2012, Apple joined the Fair Labor Association (FLA), the first technology company to do so, and asked the group to do an independent assessment of conditions at
its major factories. This move followed the company’s own report that documented numerous
labor violations, including employees working 60-hour workweeks and not being paid proper
overtime. A few days after the FLA started its investigation, Foxconn said that it would increase salaries for some workers by 16 percent to 20 percent—to about $400 a month before
overtime—and that it would reduce overtime. Although this is encouraging news for workers’
rights, it should be noted that Apple and other contractors are known to allow only the slimmest of profits to its suppliers, which encourages the suppliers to try anything to reduce their
costs, such as using cheaper and more toxic chemicals or making their employees work faster
and longer.
“The only way you make money working for Apple is figuring out how to do things more
efficiently or cheaper,” said an executive at one company that helped bring the iPad to market.
“And then they’ll come back the next year and force a 10 percent price cut.”6
China is being forced to take notice of such problems, and labor is gaining some ground; the
issue then is that firms have already started to move jobs to other countries with lower wages.
notes
Copyright © 2016. Pearson Education Limited. All rights reserved.
1. www.apple.com, accessed March 11, 2015; Robin Harding,
Kathrin Hille, Song Jung-a, Robin Kwong, “Apple, HP and
Dell Probe Foxconn,” Financial Times, London (UK), May 27,
2010; Charles Duhigg and Keith Bradsher, “How U.S. Lost
Out on iPhone Work,” www.nytimes.com, January 21, 2012;
Jason Dean, “Corporate News: China Worker Suicides Draw
Scrutiny,” Wall Street Journal, May 15, 2010, p. B.5; Frederik
Balfour and Tim Culpan, “The Man Who Makes Your iPhone,”
Bloomberg Business Week, September 9, 2010; Andrew Morse
and Nick Wingfield, “Apple Audits Labor Practices—Company
Says Suppliers Hired Underage Workers, Violated Other Core
Policies,” Wall Street Journal, March 1, 2010, p. B.3; Duncan
Hewitt, “Labor’s Day in China: Still, there’s a risk for China:
As labor’s lot improves, employers may move where wages
are lower and workers more pliable,” Newsweek, June 21,
2010; Ton Dokoupil, “The Last Company Town: There was a
2.
3.
4.
5.
6.
time when employers provided everything: houses, hospitals,
bars. Such a place still exists—but not for long. Welcome to
Scotia, Calif.,” Newsweek, February 21, 2011; Charles Duhigg
and David Barboza, “In China, Human Costs Are Built into an
iPad,” www.nytimes.com, January 25, 2012; Fareed Zakaria,
“The Case for Making It in the U.S.A.,” Time, February 6,
2012; Nick Wingfield, “Apple Announces Independent Factory
Inspections,” www.nytimes.com, February 13, 2012; David
Barboza, “Foxconn Plans to Lift Pay Sharply at Factories in
China,” New York Times, February 18, 2012.
Duhigg and Bradsher, 2012.
M. Schuman, “Adding Up the iPhone: How an American
Invention Makes Money for the World,” Time, May 16, 2011.
Ibid.
Duhigg and Bradsher, 2012.
Duhigg and Barboza, January 25, 2012.
Case Questions
1-11. What is meant by the globalization of human capital? Is this inevitable as firms increase their
global operations?
1-12. How does this case illustrate the threats and opportunities facing global companies in developing
their strategies?
1-13. Comment on the Apple executive’s assertion that the company’s only obligation is making the best
product possible. “We don’t have an obligation to solve America’s problems.”
1-14. Who are the stakeholders in this situation and what, if any, obligations do they have?
1-15. How much extra are you prepared to pay for an iPhone if assembled in the United States?
1-16. How much extra are you prepared to pay for an iPhone assembled in China but under better labor
conditions or pay? What kind of trade-off would you make?
1-17. To what extent do you think the negative media coverage has affected Apple’s recent decision to ask the
FLA to do an independent assessment and the subsequent decision by Foxconn to raise some salaries?
Deresky, Helen. International Management: Managing Across Borders and Cultures, Text and Cases, Global Edition, Pearson Education Limited, 2016. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/usyd/detail.action?docID=5187790.
Created from usyd on 2020-05-26 22:18:27.

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