(Managing tech Teams) Case study and cultural context section highlighted

Running head: ANALYSIS OF GLOBAL TEAMWORK 1

Analysis of Global Teamwork of Tesla Gigafactory 3

Aminata Niasse

Diana Subhashini Kondeti

Tingyu Sandy Hsu

Concordia University St. Paul

Instructor: Joel Schuessler, Ph.D.

ANALYST GLOBAL TEAMWORK 2

Abstract

Tesla is not alone in companies that have expanded their reach of consumers and workforce

across different countries. Organizations that do so are looking to attract a new group of buyers

to increase the profit of the company. However, one issue that the majority of companies run into

with new groups of consumers and workforce is that this brings about new cultures, values, and

differences. In order to see the desired results companies like Tesla must work through these

differences and navigate the project teams and the organization to a successful outcome. Cultural

lenses are not only applicable to workforces, but to social interactions individuals have with

people from different cultures. Once these cultural lenses are understood, a new perspective on

cultural differences will be had and will, hopefully, lead to increased collaboration and harmony

for society at large.

Keywords: Tesla, Project Team, Collaboration, Cultural Lens

ANALYST GLOBAL TEAMWORK 3

Analysis of Global Teamwork of Tesla Gigafactory 3

In October 2018, Tesla officially acquired an 864,885-square meter plot in the Lingang

area of Shanghai for the electric car maker's first factory outside of the United States. Tesla could

significantly reduce costs by producing in China, the world's largest market for electric vehicles

(Cheng, 2018). As the world’s second-largest economy and its top manufacturing power, China

produces more of everything than anyone else, having blown past the output of the United States

in 2010.

The Gigafactory in the Lingang Industrial Zone in Shanghai is the biggest foreign

investment in manufacturing the city has ever seen. Furthermore, the government in Shanghai

reiterated Tesla's initial target to make 250,000 cars a year and would eventually ramp up to

500,000 cars in the future. That number is quite staggering as that figure would be roughly five

times the number of vehicles the company currently produces in the United States (Wang, 2018).

The company has said it is operating at a 55-60% cost disadvantage versus their domestic

counterparts due to ocean transport costs and tariffs. Tesla's first factory outside of the United

States will produce "affordable versions" of the Model 3 and its yet-to-be-unveiled Model Y

crossover for customers throughout China.

Time is certainly of the essence for the California-based Tesla. Until the new factory

opens its doors, Tesla will have to continue to rely on importing all of their vehicles from outside

of the United States, which would extend its exposure to the risks associated with the U.S.-China

trade war. However, if the issues found in the following case study between Tesla employees

from America, China, and India are not resolved, Tesla may have additional problems besides

time in achieving increased production of vehicles.

ANALYST GLOBAL TEAMWORK 4

Case Study

An American transplant has been relocated from California to China in order to ensure

that production standards and throughput does not decline from those seen at the factory in the

United States to the new factory in Shanghai. Brian is the procurement manager of Tesla’s

overseas Gigafactory located in Shanghai. Brian has been in the procurement industry for many

years and through hard work and expertise, he has gained on the job he was promoted to look

after the Chinese factory and recently located from California to Shanghai in January 2018. In

addition to other responsibilities, his main role within the organization is that of purchasing

machinery for the new factory.

Brian must be in constant communication with Ying Chen, the regional sales manager at

Ali, Inc., a small China engineering company that designs and manufactures custom parts for the

machine and supply worldwide. Ying does not share the same work experience that Brian has.

Although Ying is well-educated and brings ideas to the table, this is her first position of

leadership and she is over her head. Ying has gained her position because her father is close

friends to the Chinese manager of Gigafactory.

For Tesla to continue to produce the numbers in the Shanghai-based factory that were

forecasted, engineers from India are deployed from Mumbai to Shanghai to undergo training on

the new machines and technology. The team of engineers is comprised of an all-male, Indian

team that has worked together on numerous projects for a number of organizations together. For

the duration of three months, each Indian engineer is assigned to work with one American guide

who is their counterpart that has also been transplanted to China.

Unfortunately, the work being completed by the Chinese team in the new factory is not

up to the standards that were agreed upon. Quality is suffering, deadlines are being missed, and

ANALYST GLOBAL TEAMWORK 5

the team from India are not receiving the amount of communication flow that is expected during

a project. This angers Brian greatly as he lives by the motto that, “Time is money.” So, Brian to

reach out to the team from India to discuss the issues before he contacts Ying to tell her like it is.

He lays all of the cards on the table and voices his frustration and concerns.

While speaking with the team from India, the senior member of the team, Rahul, has

some very damaging remarks regarding Ying and that issues with the project stem from the fact

that a woman is in charge. Moreover, the team from India resorts to helping each other out and

learning as a group on how to move forward with their work. The Indian team, feeling that they

are not getting the information necessary, engage in this frugal engineering where there is a

general disregard for keeping rules in an attempt to just make things work.

After hearing the team from India’s displeasure with Ying, Brian responds by saying that,

“Everyone must be treated fairly regardless of gender, race, or religion and that there are more

pressing matters than the sex of those in charge.”

Brian then reached out to Ying and explained, "Our engineering team needs the requested

changes to be integrated into production moving forward in order to accommodate a revised

product design. If the requested changes are not implemented then any parts that are produced

after the revised product design occurs will not fit on the updated system. Furthermore, the

Indian team has some concerns about the communication between the Chinese factory and the

team from India."

This being Ying’s first leadership role she is really unsure of how to respond. She was

giving this position based on the Chinese guanxi. Ying replied, "I am afraid we are unable to do

that. We have already designed the part in question because it was previously approved by your

team. In the event that we need to make changes to parts, the cost will increase substantially and

ANALYST GLOBAL TEAMWORK 6

the amount of time it takes to manufacture will increase as well. Moreover, this was not in the

original agreement that both of our companies signed. I am unsure of how to bring this up to my

boss as he is the one who negotiated the contract. As far as the team from India goes, I have

reached out to them multiple times, but it seems as they do not listen to my ideas or respond to

my attempts to contact them. It is almost impossible to speak with any of them because they all

look out for each other and have a pack mentality and will not speak to me on a one-to-one

basis."

In the same time Ying’s unwillingness to bring this issue to light with her boss. Brian

replied, "Ying, the change is necessary in order to satisfy the new design. I am very disappointed

at your response. You have already charged us a great deal, and you agreed to provide the

technology necessary to support our growth in the market. Since the original agreement was

signed, the market itself has changed. If we stay with the original design and specifications, we

will most definitely lose our competitive edge. The relationship between our companies spans

many more projects than this specific agreement. We hope to work with you for many years to

come and if this issue is not resolved it will certainly strain our relationship moving forward."

The difficulties seen between the American, Chinese, and Indian teams comes down to

issues not only with project management, but also cross-cultural differences as well. However,

not only does the project team stretch across the globe, but so too does Tesla’s customer reach.

ANALYST GLOBAL TEAMWORK 7

Industry Research around Case Study

Tesla was founded in 2003 by Silicon Valley engineers who wanted to prove that electric

vehicles could be “awesome” to drive when compared to gasoline cars. The company’s head

office is located in Palo Alto, California. Tesla’s vehicles are produced at its factory in Fremont,

California, where the vast majority of the vehicle’s components are also made (Tesla, 2019).

As Tesla continues to expand its product line, Tesla reports that every part of their Model

3 production process in Fremont has demonstrated the ability to reach a rate of 7,000 cars per

week over a 24-hour basis. They target a sustained rate of 7,000 cars per week by the end of the

year, which annualizes to a rate of 350,000 cars per year, but that’s just out of the Fremont

factory.

Tesla also announced plans to start production on Model 3 at Gigafactory 3 located in

Shanghai. By the end of the year, they want production of Model 3’s to start in China with a

goal of hitting 3,000 units per week, bringing the total up to 10,000 per week globally, or an

annualized rate of 500,000 per year. Tesla also has worldwide branch offices, which gives

support to its target market. Today, Tesla builds not only all-electric vehicles, but also some

energy storage products. Tesla believes the faster the world stops relying on fossil fuels and

moves towards a zero-emission future, the better.

Tesla may primarily be an electric vehicle company, but its journey from Roadster to the

latest Model 3 has spun off many new technologies, some of which are state-of-threat and some

are yet to be developed. The current vehicle line-up of Tesla includes a cavalcade of Model S,

Model X, and latest Model 3. Tesla has discontinued production of its first model Roadster. All

the Tesla cars are fully electric and use lithium-ion cells to power induction motors. Model 3 is

the most economic model with a base price tag of $35,000. Model S is the luxury sedan with a

ANALYST GLOBAL TEAMWORK 8

base price starting from $74,500. Model X is the luxury SUV with falcon wing doors and may

cost a base price of $79,500.

All the Tesla models are high performance vehicles with the induction motors producing

instant torque, which may be an attractive feature to many car enthusiasts. Moreover, Tesla

provides lifetime free charging facility through its green power superchargers that are available

in selected regions of the US.

Increased pressure will continue coming from rival sellers as electric car firms are

generally more aggressive in innovating and promoting their products when compared to normal

gasoline vehicles. Furthermore, the competition from potential new entrants to the industry is

weak which Tesla’s business is difficult to compete with, especially because of the high cost of

R&D, along with the brand development cost. Concerning competition from producers of

substitute products, Tesla will only experience a very low impact of substitutes on the

automotive industry.

Gigafactory 3 is first plant outside the U.S. for the electric auto manufacturer, from Qiu

(2019) the new Shanghai factory is expected to begin production in the second half of 2019.

Shanghai is the epicenter of China’s auto industry, the Tesla brand is growing in popularity in

China despite a rising rivalry from Nio – a local electric auto manufacturer (Cheng, 2019). Other

electric vehicle manufacturers in China include BYD Auto, BAIC Group, and government-

owned Shanghai Automotive Industries Corp.

Tesla mainly focuses on investor interest for the expansion forecast in support of electric

vehicles. Tesla has made numerous innovations with technology that is centered on the Model S

that has drawn serious interest from consumers. These technologies have also influenced the

quality of vehicles that Tesla produces. For instance, both the Model S and Model 3 have made

ANALYST GLOBAL TEAMWORK 9

serious improvements on current technologies related to electric cars. This has, therefore,

contributed to the increased production of affordable electric cars, which are friendly to the

environment and emit lower levels of energy (Hirsch, 2019).

Musk said that, "China is becoming the global leader in electric vehicle adoption, and it is

a market that is critical to Tesla's mission to accelerate the world's transition to sustainable

energy." An automotive value chain study from Kuang et al.(2017) pointed out that the foreign

innovation technology such as Tesla will have a great impact on traditional automotive

companies throughout China. The Gigafactory in Shanghai will change the product forms and

service patterns seen within the traditional automotive industry in the country, which will lead to

profound transformation of value creation in each link of the automotive value-chain.

Leadership

Elon Musk’s leadership at Tesla is grounded upon a holistic strategy that looks to address

the issue of green energy with projects like Tesla Energy and Solar City that are expected to fuel

Tesla’s superchargers in the future. The above strategy sets Tesla far ahead of any other

automobile giants.

Elon Musk, is a transformational leader. His leadership style makes managing changes

pretty much very eminent if he wants to successfully lead. When Musk came onboard with Tesla

Motors, the company was struggling with getting funded due to lack of confidence in electric

cars in the market and a doubt about Tesla being able to withstand an enormous backlash from

the industry giants. It was segregation of market, which segregated into fuel-driven car

companies on one side and Tesla on another.

He has an incredible vision, is dedicated, and perseveres over all conditions as he strives

to actualize his vision. Also, he is able to influence people to believe in his vision. He is said to

ANALYST GLOBAL TEAMWORK 10

be a leader who cannot conceive failing. His remarkable vision and drive makes his leadership

style that much more meaningful and intoxicating to those who follow him. In all his

innovations, Musk aims high on the target achievements of the industry.

As an example of transformational leaders, Musk conflicts with other leaders who resist

change. One of the few quotes from Elon Musk’s biography that Vang (2016) managed to

capture from Tesla’s leader was, “Constantly seek criticism. A well thought out critique of

whatever you’re doing is as valuable as gold.” Concerning this, he has the ability to change the

minds of his employees by motivating them to work more positively in project development.

From the perspective of Glen and McManus (2014) they point out one method for

motivating geeks is to create a compelling problem statement for them to solve. Due to the fact

that geeks are motivated more on the types of projects they get to work on than when compared

to non-geeks, it is essential to have the interest of the geek team members and this can be

achieved by defining what it means to win this “game.” As a result, productivity is improved and

commitment of the employees to their duties, which is for quality within production, has

increased as well.

Elon Musk, compared to other leaders, is also able to effortlessly spot problems and parts

that are not functioning. For example, he was able to realize issues with the California High-

Speed Rail system that has plagued the state of California for decades. Musk helped devise a

plan and proposed the Hyperloop with the assistance of engineers from SpaceX and Tesla.

Together, they developed a standard system, which is faster and allows commuters to travel on

trips that have shorter duration than a flight on an airplane. Due to all of this, his leadership style

and qualities have assisted in the growth of the company. Furthermore, he has lead his company

into battle to face competition from other development manufacturers. This has enabled the Tesla

ANALYST GLOBAL TEAMWORK 11

to corner the market and have a bright outlook for the future with increased profits and

worldwide recognition.

Culture Research around Case Study

Tesla is an international company that most definitely contains a wide variety of cultural

variations. Likewise, global virtual teams share the same characteristics, which also leads to a

wide variety of perceptions as well. Members from different cultures will describe a team’s

objectives, membership criteria, and activities in very different terms (Gibson & Zellmer Bruhn,

2001). As Walumbwa et al. (2007) research implies, individual natures and group norms may be

contingently related to one another. Teams that pay attention to social processes tend to be more

successful and more satisfied with their work together (Shachaf, 2008). Thus, information and

communication technology should allow teammates to learn something about each other’s

personal and professional backgrounds, their expectations and their goals, and should also

support a variety of culturally different work-styles.

With the increasing internationalization and globalization of business, business has

significantly increased the movement of human resources to different parts of the world. At the

International Astronautical Congress in Mexico, Musk stated he supports cultural variation in

order to represent the company at a global level. The company supports and encourages each

other to share their ideas and values so that it is beneficial for the company in many ways

(Quora, 2017). There are various group of people who constantly work on innovative ideas and

the teams are very supportive no matter the cultural background of the employee.

ANALYST GLOBAL TEAMWORK 12

Cultural Context

Cultural context of USA

Tesla focuses on providing opportunities for people coming from different cultures. The

company believes in innovation and provides opportunities for each individual. Constant

innovation and productive thinkers who think out of the box are what drives the organizational

culture at Tesla. There are equal opportunities for people working within Tesla and everyone

looks to work collaboratively. However, in the above case study, cultural values has impacted

the work and the project team.

United States:

Within the above case study, the cultural lens from Cultural Detective website, uncovers

the cultural lens of the United States in the following ways:

● Level the playing field/equality: People are equal and in relationships, one should be

straightforward and not be bound by formalities.

○ After hearing the team from India’s displeasure with Ying, Brian responds by

saying that, “Everyone must be treated fairly regardless of gender, race, or

religion and that there are more pressing matters than the sex of those in charge.”

● Take charge/control: There is a correct method, a procedure to follow, and one should

take charge and do things "properly."

○ Brian, using his cultural lenses of taking charge, telling it like it is, and “time is

money,” agrees to step in and work directly with the team from India and more

closely with Ying to ensure that proper communication flow is had and that

production is ramped back up to the appropriate levels.

ANALYST GLOBAL TEAMWORK 13

○ “Time is money.” Looking at the US American value lenses, Americans typically

identify tasks, set milestones, and follow a strict schedule.

China:

Within China, Tesla has achieved success when compared to the number of Tesla’s per

population than in the USA. Tesla has more buyers of electric cars in China and the number

looks to only grow. The country is very much interested as they want to reduce the pollution and

save energy in China. Tesla’s production and development teams are really good and they

manufactures more of electric cars.

Fan (2000) highlights that Chinese culture is unique and distinguishes itself not only from

Western cultures, but also from other Asian cultures. A cultural study from Tse et al. (1989)

analyses the culture content from Hong Kong, Mainland China, and Taiwan found that although

there exists great differences in terms of political, social, and economic dimensions between the

nation, but the core Chinese value still exist the same and still possible to identify.

The above case study, the cultural lens from Cultural Detective website, uncovers the

cultural lens of China in the following ways:

● Guan Xi: Relationship is important at work and business because, people trust it

more than the institutions and the laws.

○ Ying was given this position based on the Chinese cultural lens of

guanxi/relationships. This lens is based upon the fact that Chinese rely

heavily on relationships with family, friends, alum, colleagues to secure

key opportunities and roles.

ANALYST GLOBAL TEAMWORK 14

● Saving Face: One of the worst things that can happen to someone in Chinese

culture is to “lose” face. At all costs, Chinese look to avoid incurring or inflicting

disgrace.

○ Ying’s unwillingness to bring this issue to light with her boss is certainly

due to the cultural lens of face, and saving face for her boss. Chinese

almost always attempt to avoid coming off as inappropriate shamed, or in

the wrong. In the event that Ying brings this news to her boss, it will

appear as he was in the wrong for negotiating the contract the way he did

and he will most certainly lose face to all working on the project.

ANALYST GLOBAL TEAMWORK 15

India:

In India, although the population is higher, the usage of Tesla vehicles is extremely lower

due to environmental factors and the wealth of the population. Therefore, Tesla has not made its

mark in this country. There are also governmental rules and regulations that Tesla must abide by

that has led Tesla to question whether to expand its reach into India. Throughout India the

majority of the population works on coal-based energy and there are still some communities that

struggle with lack of electricity. This would make it difficult for some communities to install

chargers in designated parking areas.

Some previous research involving India cross culture studies stress that India tends to be

a “cultural island”, which is very unique and independent (Sparrow and Budhwar, 1997). Pawan

et al. (2008) examined cultural dimensions between Indian migrants and Indian natives and

found that Indian migrants may have divergent behavior, but they are still culturally the similar.

The above case study, the cultural lens from Cultural Detective website, uncovers the

cultural lens of India in the following ways:

● Status: Expertise and authority is valued.

○ Woman is in charge. This identifies with the Indian cultural value lens of status

where women are still seen as the weaker sex even if they have the same

background, experience, and qualifications as a male counterpart.

● Personal networks and connections: In a relationship, people should be friendly and

help and accommodate each other.

○ Indian engineers resorts to helping each other out and learning as a group on how

to move forward with their work. This relates to the cultural lens of those from

India of jugaad.

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Conclusion & Suggestion

Many aspects found in global teamwork and virtual project management are also evident

in face-to-face teamwork and management. However, information and communication

technology and project leadership can actively support a distributed team’s work and interactions

in such a way that cultural differences can be bridged and differences can be made to

complement each other.

From research conducted by Oertig and Buergi (2006), they discovered that the virtual

team environment was more problematic due to lack of face-to-face contact and the office

atmosphere. To avoid potential conflicts in a cross-cultural working environment at a distance

and to help teams realize synergy from their cultural differences, virtual teams must be able to

communicate about both tasks and social issues. Kratzer et al (2006) indicated that in virtual

environments the important points should be highlighted and discussed while closing the

meeting.

From research of Zakaria, Amelinckx, & Wilemon (2004), they concluded that teams

must create a knowledge-sharing culture and capabilities to understand human challenges of

virtual team is extremely vital for multinational corporations. In addition, team members must

develop habits that will enhance the experience of project group work, including prompt

responses to each other’s messages (Duus & Cooray, 2014). If the members from America,

China, and India are able to follow these findings there will be a successful ending for Tesla and

their continued growth will remain and their bright outlook for the future will only shine

brighter.

ANALYST GLOBAL TEAMWORK 17

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ANALYST GLOBAL TEAMWORK 20

Appendix

Mind Map-1

Shachaf, P. (2008). Cultural diversity and information and communication technology impacts

on global virtual teams: An exploratory study. Information & Management, 45(2), 131-

142.

Retrieved from:

http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.142.4839&rep=rep1&type=pdf

Keywords searched: Global virtual teams, information and communication technology, cultural

diversity

The article examines how information and technology (ICT) used by teams within a virtual

environment has a positive effect on the work and collaboration they are engaged in. The

research team interviewed and analyzed 41 team members from nine different countries who

were all employed by Fortune 500 corporations. The experiment that was carried out concluded

that cultural diversity had a positive influence on decision-making and a negative influence on

communication. Furthermore, ICT mitigated the negative impact on intercultural communication

and supported the positive impact on decision-making. This was done with the creation of team

rooms that lowered the issues with communication while at the same time enhancing overall

team cohesiveness, the inclusion of all members and ideas, and a common ground for the group.

Not surprisingly, the study concluded that multinational corporations rely most heavily on email

for intercultural communication, with teleconferencing coming in second. Unfortunately, the

study was limited to only one corporation, and inferring that these results are common across all

multinational organizations may not be correct.

ANALYST GLOBAL TEAMWORK 21

Mind Map-2

Kratzer, J., Leenders, R. T. A., & Van Engelen, J. M. (2006). Managing creative team

performance in virtual environments: an empirical study in 44 R&D teams. Technovation, 26(1),

42-49.

Retrieved from: https://www.sciencedirect.com/science/article/pii/S0166497204001300

Keywords searched: Global virtual teams, information and communication

Managing a proper virtual team is also talks about the team performances. In any

organization there are certain measures that need to be followed for an virtual team. Sometimes

communicating virtually is based on the external environment. Due virtual teams it is necessary

to check the audio/ video and that they is not disturbances in the surrounding. The

communication should be clear and understandable.The important points should be highlighted

and discussed while closing the meeting. As, Tesla is a globally known organization and has its

branches all across the world, virtual communication helps the organization to process further

and connect and discuss. When virtual people are connected then, it is important to be present at

the time appointed to start the meeting and be prepared in before the meeting starts. The below

mindmap shows more on virtual communication.

ANALYST GLOBAL TEAMWORK 22

Mind Map-3

Five ways Tesla Motors pushes technology change in auto industry. (2014, March 21).

Retrieved from: https://www.latimes.com/business/autos/la-fi-hy-how-tesla-pushes-auto-

technology-20140321-story.html

This article talks about the technological integration in Tesla . It highlights ways in which

Tesla motors is transforming automotive design in preparation to compete with other motor

industries across the world. Tesla mainly focuses on investor interest on the expansion forecast

in support of electric vehicles. It has innovated some technologies intended for model S that is

worth investor’s concentration. These technologies have influenced the quality of vehicles built

in the company. For instance, Model S and Model 3 have been improvised with current

technology. This has, therefore, contributed to the production of affordable cars which are

friendly to the environment and emit lesser energy.

In terms of management, technology has boosted the open access to information. In this

regard, the company is able to study what other competitors are doing and how customers react

to their products. However, Tesla still lacks behind in technology as compared to other

companies. For example, Delphi Automotive and Harman International Industries. It is,

therefore, evidenced that the integration of technologies by the company has impacted positively.

More implementation and installments of such technologies would further result in greater

ANALYST GLOBAL TEAMWORK 23

innovations and quality management.

Mind Map-4

Mainwaring, S. (2016, April 07). The Elon Musk Leadership Model: 3 Key Steps To Building

Radical Brand Evangelism.

ANALYST GLOBAL TEAMWORK 24

Retrieved from: https://www.forbes.com/sites/simonmainwaring/2016/04/06/the-elon-musk-

leadership-model-3-key-steps-to-building-radical-brand-evangelism/#13fe2e2e726e

This article talks about leadership style Musk adopts while running the business activities

of Tesla. It explains how musk is dedicated to achieving the target goals of the company. Musk

is explained as a transformational leader. He has an incredible vision, dedicated, and perseveres

all conditions as he strives to actualize his vision. Also, he is able to influence people to believe

in his vision. He is said to be a leader who cannot conceive failing.

His remarkable vision and drive make his leadership style more meaningful. Concerning

this, he can change the minds of his employees to work more positively in project development.

As a result, productivity is improved and commitment of the employees to their duties promotes

quality production.

In all his innovations, Musk aims high on the target achievements of the industry. Solar

City, developed to aid battle global warming, has been ranked as the second position among

other solar suppliers in the US. With Tesla, he developed inexpensive electric vehicles which

shifted them to three times above supercharger centers. He allows other fellow manufacturers to

utilize Tesla’s technology patents to expand electric cars industry. As an example of

transformational leaders, Musk conflicts with other leaders who resist change[SJ4] . He is also

able to spot problems and parts that are not functioning effortlessly more than his fellow leaders.

For example, he was able to realize the problem causing disapproval of California High-Speed

Rail system. Musk helped plan and proposed owned Hyperloop with the assistance of engineers

from Space X and Tesla. They developed a standard system which is faster and allows

commuters to travel and this takes shorter time than an airplane.

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Thus, his leadership style and qualities have assisted in the growth of the company.

Furthermore, he has leaded his company to face competition from other developed

manufacturers. This has enabled the company to get a large share of the market. As a result,

more profits are generated to the company which stimulates its growth internationally.