Cheetah Mobile: Cross Cultural (Lashes Within a Technology Company Born Global ) - Management Assignment Help

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Cheetah Mobile: Cross-Cultural (lashes Within a Technology Company Born Global 

On a Friday night in April 2017, the headquarters of Cheetah Mobile was still brightly lit at 10 p.m. Wang Lei, who was in charge of the international advertising and sales team, had just held an exhausting video conference with Vincent. a native French regional sales manager in Bordeaux. France. 
On the other side of the screen, Vincent and his colleagues had just finished their relaxing lunch, as part of the French "art of living." Not long ago. based on the outstanding performance of the European team. Wang Lei had raised the performance target by a modest amount. However, this seemingly routine management p: &dice had &soused foreign employees' strong opposition. To set market opportunities. Wang Lei teed to convince Vincent to make the team work overtime for the early completion of tasks. Wang Lei could clearly see the awkward expression on Vincent's face, who explatiml that in some European countries, it was even illegal for a company to abruptly make unilateral adjustments to periodic performance objectives, as this would inevitably arouse objections from employees. "If we turn a blind eye to their concerns, we may be sanctioned for brogth of relevant laws and regulations." he said. Feeling helpless. Wing Lei had to figure out a way to achieve the best of both worlds, in which he would not violate the local employment laws and regulations and could successfully achieve performance goals at the same time. 
 

Steps towards Internationalization To further facilitate its globalization strategy. CM focused on the Malaita:ran of its products and talents after the initial success in "products going out." In 2014. CM formally began its internationalization process at the enterprise level, with Taiwan as the starting point. 
Taiwan: the activation of theSmall Pleasures Attitude" by Wolf Spirit Taiwan has a special position in the market landsame of mainland Chinese Internet corporations. On one hand, the island's Internet market enjoyed huge growth potential given its slow development. On the other hand, although Mandarin Chinese is the most widely spoken language in Taiwan today, there were few Internet corporations from the mainland that could eventually succeed in Taiwan. Alibaba, Tencenr. ;W. and some other mainland Internet giants have all once made great efforts in product promotion in Taiwan, which all turned out to be in vain. 
As the first destination in its globalization process, Taiwan was deemed to be the bridge to the outside world by CM. Due to Taiwan's local policy, CM couldn't register a branch in Taiwan directly. Therefore, CM estainished in-depth cooperation with Leopard Mobile, an agency founded in 2014 by the Taiwanese Wu Dcwei. Leopard Mobile was then in charge of CM's business in Taiwan. 
Wu Dewci had worked for the branch of HP in Taiwan for a dozen years. It took him a long adaptation period to ge used to CM's flat and streamlined management structure. Compared with Internet companies from the mainland, having a fully localized team and products was perceived as a disadvantage for Leopard Mobile. CM believed that competitors could gain brand awareness through costly promotions in a short time, but it was the product that users eventually paid for. Therefore, CM putsurd localization strategies in the Taiwan market, including recruiting locals and meeting Mc demands of local users. All employees of the Leopard Mobile team were young people from Taiwan. and the average age of managers was under 30.

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