CASE STUDY

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At the most recent strategy session, the CEO of Pegasus, Tom Oswald, and division managers of the Wireless Division decided that they would like to expand into China. Through the team’s initial research, it indicates that China is likely to develop into a profitable market for wireless. In conjunction, the government has made spending on wireless a priority as an added incentive to pursue this venture. The extreme expenses of burying communication cables make wireless the most optimum solution. Additionally, copper wires are used for the buried cables, which tends to a lucrative business to steal the copper cables and sell it in the black market.
Although it seems like a “no brainer” for the Chinese to enter into the market, extensive research has raised red flags for doing business in China. In order to conduct business, Pegasus would have to obtain licenses, and typically, a “payoff” is required to acquire them. Typically the “payoff” occurs when a company contracts an agent to represent them in the country and to obtain the license. What the contractors do is their own business; as the CEO of the respective company signs a disclosure statement, stating that they know of no instance where they bribed for their business. This leaves Pegasus faced with the decision to pursue the potentially risky wireless business venture in China or to find a different market.
Stakeholders
There are numerous stakeholders in this situation in this operation, which can be broken up into two groups: internal stakeholders and external stakeholders. Beginning with the internal stakeholders, the first and most important would be CEO, Tom Oswald. Considering the fact that he is the Chief Operating Officer, he is in charge of total management of Pegas...

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...ent would need to a sign a contract to legally do business exchanges in China while abstaining from any kind of potential “payoff”. Even if this route costs more since there are no “payoffs,” the increase in revenue is still more than the company would have without the business in China.
Another option is to recruit from within the company. Having someone on the inside that is already familiar with how Pegasus works, its values, and the direction in which it wants to head in would be a great asset. Once there is a viable recruit, more substantial research could be done on how to obtain licenses in China and ethically provide the Pegasus product to a consumer in need.
Generally speaking, this opportunity is immense since it opens doors of globalization and allows for these countries to be mutually beneficial, all while promoting a healthy, competitive atmosphere.

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