# Statistical Analysis On Drunk Driving Free Writing Sample

### INTRODUCTION

According to the National Highway Traffic Safety Administration, thirty-two people in the United States lose their lives every day in accidents related to drunk driving. Broken down further, it shows that, on average, approximately one person dies every 45 minutes due to drunk driving crashes. The Federal Bureau Investigators reports show that in 2014, 11,540 people lost their lives in drunk-driving-related traffic accidents (“Drunk Driving,” para. 3). Notably, all these deaths were preventable had the correct measures been taken by both the drivers and the institutions involved in controlling drunk driving.

Drunk driving is a menace that affects not only the USA but countries all over the world. Given the statistics that a drunk driver would have probably driven while drunk over 80 times before facing their first arrest show how severe the drunk driving problem is (“Drunk Driving,” para. 1). I will analyze this statistic and its implications in this statistical analysis paper. I will also suggest preventive measures that would improve road users’ safety by reducing drunk driving incidences if put in place.

### STATISTICS ON DRUNK DRIVING

The statistics that drunk drivers would probably have driven over 80 times before facing their first arrest are concerning. The statistics show that drunk driving is common among many drivers and is not just an isolated behavior (“Drunk Driving,” para. 1). This is concerning since drunk driving can cause severe accidents, which would result in many casualties.

The Mothers Against Drunk Driving (MADD) report indicates that the current measures to prevent drunk driving are insufficient since it would take several instances of drunk driving for a driver to be arrested. The report shows the great need to reassess the preventive measures and develop more effective ones to help curb drunk driving.

According to the FBI’s Uniform Crime Reporting (UCR) Program, highlighted in the statistics, in 2014, 9.9 million arrests were made in the United States. The graph in Figure 1 above shows a breakdown of the incidents with the highest number of arrests broken down by category (“Table 29: Arrests by State, 2014”). Drunk driving had the fourth highest number, with 1117852 arrests. This is a significantly increased number; however, it is just a fraction of the incidents identified by law enforcement agencies. Another fraction could drive while under the influence but was missed and still posed a danger to themselves and other road users.

Several factors contribute to the delayed arrests of drunk drivers. Despite the efforts made by law enforcement agencies to crack down on drunk driving, the number of law enforcers on the road is relatively low to combat the drunken driving menace fully. It is also challenging to identify drunk drivers since some do not show visible signs of being drunk; therefore, law enforcement officers would have a hard time detecting them. Another factor contributing to the late arrests is the lack of reporting by the public (Rahman and Islam, 2). Many drunk drivers go free since some probably do not understand the danger posed by drunk drivers or because of fear of retaliation. Some drunk driving repeat offenders have also mastered the art such that law enforcement officers would hardly realize they are drunk.

From the report by MADD, public awareness campaigns, improved law enforcement, and more strict penalties for offenders are some preventive measures that could help reduce drunk driving incidents in the USA. The use of Technology such as ignition interlock, which prevents vehicles from starting in case the drivers are drunk, is also suggested in the report as a measure that would help to control the number of drunk driving incidents. Other research has also shown that using such technology would be very effective in lowering the cases of drunk driving (Kaufman and Wiebe 15).

The report by MADD further suggests that multifaceted approaches, which would involve collaboration among law enforcement agencies, community organizations, as well as policymakers, can significantly help to come up with measures that would work to reduce cases of drunk driving (“Drunk Driving,” para. 5). Education of the masses about the dangers which are associated with drunk driving would also be effective in reducing the cases of drunk driving.

In summary, the statistics that an averagely drunk driver would have driven more than 80 times before facing an arrest, as shown in the report, is troubling and indicates the prevalence of this behavior, which is very dangerous.

### DANGERS OF DRUNK DRIVING

According to the report by ValuePenguin, “Drunk Driving Statistics,” (para. 6), as shown in Figure 2. above, in 2014, it is estimated that there were 9,967 alcohol-related traffic deaths, which was a slight decline compared to 2013, where there were 10,076 alcohol-related traffic deaths (“Drunk Driving,” para. 4). This shows how severe drunk driving is and the danger it poses to road users, both the drunk driver and other people on the road.

From the report by the National Highway Traffic Safety Administration (NHTSA), drunk driving contributed to 31 % of all traffic fatalities in the USA in 2014. The deaths could have easily been prevented had the drivers not driven under the influence of alcohol. NHTS also reports that alcohol-related crashes cost the United States government \$44 in 2014. The costs are associated with medical expenses, lost productivity, property damage, and emergency services.

Therefore, it is imperative to put preventive measures in place to help curb the drunk driving menace. The measures to curb drunk driving would fall on not only the government but also individuals who are the ones that engage in the dangerous behavior.

### PREVENTIVE MEASURES

A number of preventive measures have been implemented by countries worldwide to curb the drunk driving menace. Some measures include ignition interlock devices, as was stated before, DUI checkpoints, and breathalyzer tests (Kaufman and Wiebe 20). In this section of the report, I will analyze some measures that can be implemented to reduce the number of drunk driving fatalities and drunk drivers on the road.

The first measure to reduce drunk driving is to increase public awareness. Educating the public on the dangers drunk drivers pose to road users would help reduce drunk driving cases. The Education would help individuals who have engaged in drunk driving realize its dangers and refrain from the behavior. It would also help educate the public on reporting drunk driving cases.

Secondly, stricter penalties on drunk driving would help drivers realize how costly it is to be caught driving while drunk. The penalties for drunk driving could include higher fines, longer license suspensions, and imprisonment for repeat offenders.

Technology is another important tool that law enforcement agencies can employ to offer solutions to drunk driving. Some of the technologies used worldwide include alcohol-sensing wristbands and other devices which would stop the driver from driving when under the influence of alcohol. Enforcement officers could also use breathalyzers to measure the alcohol content in the drivers’ systems, making it easy to identify drunk drivers. Installation of ignition interlocks on vehicles would also help to reduce the number of fatalities as a result of drunk driving.

### LAW ENFORCEMENT

Law enforcement officers play a critical role in ensuring that road users are safe from all kinds of dangers, especially those brought about by drunk driving. These law enforcement officers are responsible for ensuring drunk drivers are kept from the roads, and those breaking traffic laws are brought to book (Yap, Yusof, and Musa 25). The statistic that an average drunk driver would have driven over 80 times while drunk is worrying and has to be looked at to ensure that there are no repeat offenders on the roads.

The statistic highlights the need for law enforcement agencies to improve their operations and ensure that they prevent drunk driving. By working with all the stakeholders, law enforcement agencies will be able to curb this drunk driving menace and restore road safety.

### CONCLUSION

In conclusion, the statistic that an average drunk driver would have driven drunk over 80 times before facing an arrest is concerning. It shows the great need for preventive measures to be put in place to reduce drunk driving cases. Drunk driving poses a significant danger to road users, as the statistics on road fatalities have highlighted. Putting stricter penalties, Technology to prevent drunk driving, and public awareness would help curb this menace that claims thousands’ lives annually.

### Works Cited

“Drunk Driving Statistics.” ValuePenguin, 2021, https://www.valuepenguin.com/drunk-driving-statistics/.

Federal Bureau of Investigation. “Table 29: Arrests by State, 2014.” Crime in the United States, 2014, FBI, 2014, https://www.fbi.gov/about-us/cjis/ucr/crime-in-the-u.s/2014/crime-in-the-u.s.-2014/tables/table-29.

Kaufman, Elinore J., and Douglas J. Wiebe. “Impact of state ignition interlock laws on alcohol-involved crash deaths in the United States.” American Journal of Public Health, vol. 106, no. 5, 2016, pp. 865-871.

Mothers Against Drunk Driving. “An Average Drunk Driver has Driven Drunk over 80 Times Before First Arrest.” MADD, 2021, https://madd.org/statistic/an-average-drunk-driver-has-driven-drunk-over-80-times-before-first-arrest/.

National Highway Traffic Safety Administration. “Drunk Driving.” NHTSA, U.S. Department of Transportation, 2021, www.nhtsa.gov/risky-driving/drunk-driving.

Rahman, Anisur, and Md. Shariful Islam. “Factors associated with driving under the influence of alcohol.” ResearchGate, 2019, https://www.researchgate.net/publication/333252477_Factors_associated_with_driving_under_the_influence_of_alcohol.

Yap, Teo Wei, Arif Fahmi Md Yusof, and Norsuhaida Binti Che Musa. “Effectiveness of Government Policies to Curb Drunk Driving in Malaysia.” Proceeding of the 8th International Conference on Management and Muamalah. 2021

## Supply Chain Management For IKEA HACKS Store Company Essay Example For College

### 1.0 Introduction

IKEA HACKS store is an international company specializing in home furnishings and accessories. The company has a unique design and customer service approach, providing customers with creative and affordable solutions to their home furnishing needs. However, due to the complexity of the global supply chain, the company must manage across organizational and cultural boundaries (Butola et al., 2021). This essay will discuss the strategies the IKEA HACKS store company can employ to manage organizational and cultural boundaries and ensure successful operations effectively.

#### 1.1 Definition of Supply Chain Networks (SCN)

A Supply Chain Network (SCN) is a strategic network of suppliers, manufacturers, distributors, and customers, all working together to deliver products and services from the point of origin to the final destination. The SCN for the IKEA HACKS store company will involve the suppliers providing raw materials and components, manufacturers producing the products, distributors delivering the products to the stores, and customers purchasing the products (Thakur & Muralidharan, 2019).

### 2.0 Departmental Store and International Partner

When looking at managing across organizational and cultural boundaries, the IKEA HACKS store company needs to consider both its departmental stores and international partners.

#### 2.1 Departmental Store Collaboration

Collaboration between departmental stores is key to success at the IKEA HACKS store company. The company should ensure that each store is well-equipped with the resources, processes, and systems to collaborate effectively with other stores. To do this, the company should use data-driven decision-making to identify opportunities for Collaboration between stores and use this data to develop efficient processes and systems that enable effective Collaboration (Butola et al., 2021).

It is also important for the IKEA HACKS store company to ensure that all its stores are properly trained and equipped to handle different cultural and language barriers. This may include providing language translation services and cultural training to ensure that all employees are aware of the customs and expectations of different cultures.

#### 2.2 International Partner Collaboration

IKEA HACKS store company should also focus on collaborating with its international partners. This includes developing effective processes and systems that enable Collaboration across different countries. This may include developing a common language for communication, developing standard processes and systems for Collaboration, and utilizing data-driven decision-making to identify areas for improvement. Additionally, the company should ensure that all its partners have the necessary resources and systems to collaborate effectively (Thakur & Muralidharan, 2019).

Finally, the IKEA HACKS store company should ensure that all its international partners know the different cultural expectations and customs associated with their respective countries. This may include providing training and resources to ensure that all employees know different countries’ cultural norms and expectations. This will ensure that the IKEA HACKS store’s international partners can collaborate respectfully and efficiently (Thakur & Muralidharan, 2019).

### 3.0 Supply Chain Collaboration

Supply chain collaboration is essential for the successful operation of any company, especially for a company like the IKEA HACKS store. Collaboration within the supply chain requires members to work together to achieve the desired product outcomes (Butola et al., 2021). The success of this Collaboration depends on the ability of the members to come together and share ideas, resources, and processes.

#### 3.1 Embracing Members

The first step to successful supply chain collaboration is to embrace the members of the chain. This means recognizing each member’s different capabilities, perspectives, and interests. It is important to understand that each member brings something unique and should be respected and valued (Thakur & Muralidharan, 2019). This can be done by providing clear expectations and communication and taking the time to listen and understand each member’s point of view.

#### 3.2 Empowering Members

The second step to successful supply chain collaboration is to empower members to take an active role in the process. This can be done by including them in decision-making processes, providing them with the necessary resources and information, and engaging them in conversations and problem-solving. It is also important to recognize and reward members for their contributions (Sadoi et al., 2022).

#### 3.3 Involving Members

The third step to successful supply chain collaboration is to involve members in the process. This can be done by encouraging them to provide feedback and suggestions and allowing them to participate in developing and implementing strategies. This will help ensure that the company’s goals and objectives are met and that the supply chain works as efficiently as possible.

#### 3.4 Mobilizing Members

The fourth step to successful supply chain collaboration is to mobilize members. This can be done by providing them with the necessary tools and resources to take action. This can include developing strategies and plans, coordinating activities, and providing support. By mobilizing members, the company can ensure that everyone is working towards the same goals and that the supply chain is functioning optimally (Thakur & Muralidharan, 2019).

### 4.0 Cultural Challenges in the Collaboration between the IKEA HACKS store and the Ashley Furniture store.

The Collaboration between the IKEA HACKS store and the Ashley Furniture store involves different organizations from different cultures (Butola et al., 2021). This could create several cultural challenges that could impede the success of the Collaboration.

Language Barriers: The two companies come from different cultures and countries, so they may not speak the same language. This can create communication barriers, making understanding each other’s needs and expectations difficult.

Different Approaches to Business: The two organizations may have different approaches to running their business. For example, IKEA HACKS may use a more flexible approach, while Ashley Furniture may be more rigid and structured (Sadoi et al., 2022). This can lead to conflicts when trying to reach an agreement.

Different Expectations: The two organizations may have different expectations regarding meeting deadlines, quality control, and other aspects of the Collaboration. Without a common understanding of expectations, it cannot be easy to meet the goals of the Collaboration.

Different Work Ethic: The two organizations may have different work ethics, leading to misunderstandings and conflicts. For example, IKEA HACKS may emphasize creativity and innovation, while Ashley Furniture may focus more on efficiency and productivity (Sadoi et al., 2022).

To successfully manage these cultural challenges, it is important for both organizations to be mindful of cultural differences and to work together to establish a common understanding. This can be done through effective communication, Collaboration, and compromise. The two organizations can create a successful collaboration by recognizing and respecting each other’s culture.

### 5.0 Actions to be Taken in Tackling the Cultural Challenges

Adaptation is an important strategy to help IKEA HACKS store Company manage across organizational and cultural boundaries. Adaptation involves understanding and adapting to the norms and expectations of the new culture (Butola et al., 2021). Examples of adaptation strategies used by IKEA HACKS store Company include:

• Developing a process for hiring and training employees from different cultures ensures that their knowledge and experience are valued.
• Creating a diverse workplace culture that encourages open dialogue, mutual respect, and understanding across cultures.

• Establishing a code of conduct that is appropriate for all cultures.

• Introducing cultural awareness and sensitivity training for employees.
• Encouraging employees to engage in cross-cultural team-building activities.
• Developing communication strategies that are customized to different cultures.

• Creating a global communications strategy that emphasizes shared values, common goals, and mutual respect.

#### 5.2 Structural Intervention

Structural intervention is a strategy that IKEA HACKS store Company may use to manage across organizational and cultural boundaries. Structural interventions involve changing the organizational structure to ensure that it is better suited to working with people of different cultural backgrounds (Butola et al., 2021). Examples of structural interventions used by IKEA HACKS store Company include:

• Creating separate departments to focus on different cultures.
• Establishing an international task force to develop global strategies.

• Developing a system of dual reporting structures to better facilitate communication between different cultures.

• Creating a rewards system that is based on performance, not cultural background.
• Developing cultural guidelines for business operations.
• Implementing a global system of standards and quality control.

• Establishing an international team to manage cross-cultural projects.

#### 5.3 Managerial Intervention

Managerial intervention is a strategy that IKEA HACKS store Company may use to manage across organizational and cultural boundaries. Managerial interventions involve making changes to the management style to ensure that it is better suited to working with people of different cultural backgrounds (Butola et al., 2021). Examples of managerial interventions used by IKEA HACKS store Company include:

• Developing a leadership style that is inclusive of different cultures.
• Providing training and development for managers to help them understand different cultures.

• Creating a system of mentorship to help managers learn from their peers.

• Encouraging managers to seek input from employees of different cultures.
• Implementing a system of cultural competency assessments for managers.
• Establishing a policy of cross-cultural feedback and evaluation.

• Developing an international management team to help facilitate communication between different cultures.

#### 5.4 Exit

Exit is a strategy that IKEA HACKS store Company may use to manage across organizational and cultural boundaries. Exit involves terminating the relationship with a supplier or customer if cultural issues become too difficult to manage (Attaran, 2020, July). Examples of exit strategies used by IKEA HACKS store Company include:

• Terminating contracts with suppliers or customers if they are unable to meet cultural requirements.
• Discontinuing business relationships with suppliers or customers that do not respect cultural differences.

• Developing a system of cultural audits to ensure that cultural requirements are being met.

• Creating a process for resolving disputes with suppliers or customers based on cultural differences.
• Establishing a policy of transparency and respect when dealing with cultural issues.
• Developing a system of cultural sensitivity training for employees.

• Creating a system of exit interviews to ensure cultural issues are properly addressed.

### 6.0 Goal Compatibility:

IKEA HACKS store company is a global business that operates in multiple countries and cultures. It is important for the company to ensure that its goals are compatible with the goals of its partners and customers in different countries and cultures. To achieve this, IKEA HACKS store company should ensure that its goals are clearly communicated to all stakeholders, that its strategies are tailored to the needs of each country and culture, and that its policies are in line with local regulations. Additionally, the company should strive to build strong relationships with its customers, partners, and suppliers in order to create an environment of cooperation and trust (Gyimah-Concepcion, 2019).

### 7.0 Goal Incompatibility:

IKEA HACKS store company must be aware of the potential for goal incompatibility in the different countries and cultures in which it operates. This can occur when the goals of the company do not align with the goals of its partners and customers. In such cases, IKEA HACKS store company should be open to discussions and compromise in order to reach a mutually beneficial agreement (Thakur & Muralidharan, 2019). The company should also be willing to adjust its strategies and policies in order to accommodate the needs of different countries and cultures.

#### 7.1 Coercive Power:

IKEA HACKS store company may use coercive power when trying to reach agreement with partners and customers in different countries and cultures. Coercive power is the use of threats, punishments, and rewards to influence the behavior of others. IKEA HACKS store company should use coercive power sparingly and only in cases where it is absolutely necessary in order to reach a mutually beneficial agreement. (Schultz et al., 2023)

#### 7.2 Non-Coercive Power:

IKEA HACKS store company should also be open to using non-coercive power when managing across organizational and cultural boundaries. Non-coercive power is the use of persuasion, negotiation, and communication to influence the behavior of others. This type of power is more effective in creating an environment of cooperation and trust between the company and its partners and customers. IKEA HACKS store company should strive to use non-coercive power whenever possible in order to reach agreements that are beneficial for all involved parties (Sadoi et al., 2022).

### 8.0 Conclusion

In conclusion, IKEA HACKS store company is a global business that operates in multiple countries and cultures. In order to succeed, the company must manage across organizational and cultural boundaries. This paper discussed the strategies that IKEA HACKS store company can employ to effectively manage across organizational and cultural boundaries and ensure successful operations. These strategies include adaptation, structural intervention, managerial intervention, and exit strategies. Additionally, the company must be aware of the potential for goal incompatibilities and be willing to use both coercive and non-coercive power when necessary. By employing these strategies, IKEA HACKS store company can ensure that it is able to effectively collaborate with its partners and customers, regardless of their cultural backgrounds.

### 9.0 References

Arzoo, M. Z., Hassan, M., & Butola, R. (2021). Recent Advancements in Supply Chain Management. Risk management9(4).

Attaran, M. (2020, July). Digital technology enablers and their implications for supply chain management. In Supply Chain Forum: An International Journal (Vol. 21, No. 3, pp. 158-172). Taylor & Francis.

Gyimah-Concepcion, M. (2019). Technology in supply-chain management and logistics: what does the future hold. Technology in Supply Chain Management and Logistics: Current Practice and Future Applications; Pagano, A., Liotine, M., Eds, 183-198.

Thakur, A. D., & Muralidharan, P. (2019). Sustainable Supply Chain Practices in Multinational Organizations. In Ethical and Sustainable Supply Chain Management in a Global Context (pp. 42-56). IGI Global.

Wieland, A., Stevenson, M., Melnyk, S. A., Davoudi, S., & Schultz, L. (2023). Thinking differently about supply chain resilience: what we can learn from social-ecological systems thinking. International Journal of Operations & Production Management, (ahead-of-print).

Yun, J. J., Zhao, X., Kim, S. A., & Sadoi, Y. (2022). Open innovation dynamics of furniture design and function: The difference between IKEA and Nitori. Science, Technology and Society27(2), 172-190.

## Supply Chain Management For West Avenue Mall Stores Essay Sample For College

### 1.0 Introduction

The West Avenue Mall stores company is an established leader in the retail industry in the Middle East. The supply chain management system must be maintained and improved as the mall grows to keep up with the changing market. This essay outlines a supply chain management plan for West Avenue Mall stores company to ensure that the company can effectively manage its supply chain and provide the best possible customer service (Cortez, 2021).

#### 1.1 Definition of Supply Chain Networks (SCN)

A supply chain network (SCN) is a system of interconnected entities that work together to acquire resources, create products and deliver them to customers. The flow of products, information, and money connects the suppliers, manufacturers, distributors, retailers, and customers. At West Avenue Mall, the supply chain network involves the transfer of goods from the supplier to the customer through various production, distribution, and retail processes (Cortez, 2021).

### 2.0 Departmental Store and International Partner

Departmental Store: The departmental store of West Avenue Mall consists of several retail and luxury stores. The main stores include H&amp; M, Zara, Forever 21, Mango, Nike, and many more.

International Partner: West Avenue Mall has established an international partnership with some of the world’s most renowned fashion and luxury brands. These include Gucci, Louis Vuitton, Prada, and many more.

West Avenue Mall stores company needs to manage its supply chain efficiently and effectively. The company needs to ensure a reliable and cost-effective supply chain that can provide the right products to its customers. The company must also ensure that its suppliers are reliable and provide quality products.

#### 2.1 Strategies

West Avenue Mall stores company should develop a comprehensive strategy that will allow it to manage its supply chain effectively. Strategies that should be implemented include:

Establishing a relationship and cooperation with reliable suppliers: West Avenue Mall stores should establish a relationship with reliable suppliers that can provide the right products at the right price. The company should also ensure that the suppliers are reliable and offer quality products.

Developing a tracking system for the supply chain: West Avenue Mall stores company should develop a tracking system for the supply chain. This system should allow the company to track the progress of the products from the suppliers to the customers.

Developing a risk management plan: West Avenue Mall stores should develop a risk management plan to identify and manage potential risks. This plan should include strategies to minimize the impact of potential risks on the supply chain.

Developing a customer service plan: West Avenue Mall stores should develop a customer service plan to ensure customers receive the best possible service. This plan should include strategies to address customer complaints and feedback.

Developing international partnerships: West Avenue Mall stores should develop international partnerships with partners in other countries. This will allow the company to expand its reach and access different markets.

#### 2.2 Cultural Considerations

When managing a supply chain across multiple countries, it is important to consider their cultural differences. It is important to understand the cultural norms and customs of the countries to ensure that the supply chain is managed effectively. West Avenue Mall stores company should be aware of any cultural differences that may impact the supply chain and take steps to address them (Islam et al., 2021).

### 3.0 Supply Chain Collaboration

#### 3.1 Involving Members:

In order to effectively manage the supply chain for the West Avenue Mall store, it is important to involve each member from the beginning. This includes suppliers, distributors, retailers, and customers. These stakeholders must be consulted and included in decision-making (Islam et al., 2021). This will ensure that everyone has their interests taken into account and that all parties have a level of collaboration and trust.

#### 3.2 Mobilizing Members:

A key step in managing the West Avenue Mall store’s supply chain is mobilizing all the members. This can be done by creating a shared vision and communicating expectations. All members should be aware of their role in the supply chain, as well as the importance of their contribution (Islam et al., 2021). This will help ensure that all stakeholders are working towards the same goal and are motivated to perform their tasks effectively.

#### 3.3 Embracing Members:

In order to successfully manage the supply chain for the West Avenue Mall store, it is important to embrace each member. This means creating an environment of open communication, collaboration, and trust. This can be done by establishing a collaborative culture, providing clear communication channels, and fostering a sense of shared responsibility (Islam et al., 2021). By doing this, all members can work together to solve problems and reach solutions.

#### 3.4 Empowering Members:

Finally, to effectively manage the supply chain for the West Avenue Mall store, it is important to empower all members. This can be done by giving them the necessary tools and resources to succeed. This includes providing training, access to data, and the ability to make decisions (Islam et al., 2021). By doing this, all members can work together to manage the supply chain and achieve the desired results effectively.

### 4.0 Cultural Challenges in the Collaboration between West Avenue Mall stores and the SM Mall of Asia store

West Avenue Mall stores and the SM Mall of Asia store have different cultures, which can be challenging when these companies collaborate. West Avenue Mall stores are in Dammam, Saudi Arabia, and SM Mall of Asia is in Manila, Philippines. Both companies have different cultures, values, and beliefs that must be considered when collaborating (Mohamud & Mwangi, 2021). The following are the potential cultural challenges that may arise when these two companies collaborate and strategies to overcome these challenges.

#### Cultural Challenges

The cultural challenges between West Avenue Mall stores and the SM Mall of Asia store include language, communication, and customer service. The West Avenue Mall and the SM Mall of Asia stores have different languages, so communication between the two companies can be difficult (Islam et al., 2021). This can lead to misunderstandings and frustrations. Additionally, customer service levels can vary between the two companies. West Avenue Mall stores may have different customer service expectations than the SM Mall of Asia store, which can create further challenges.

#### Strategies to Overcome Cultural Challenges

To overcome cultural challenges between West Avenue Mall stores and the SM Mall of Asia store, both companies should create a collaborative environment that promotes understanding and respect. This can be achieved through regular meetings between the two companies to discuss their respective cultures and identify potential issues. Additionally, both companies should use communication tools that are accessible to both parties, such as video conferencing or instant messaging. This will allow both parties to communicate effectively. Furthermore, both companies should ensure that customer service expectations are clearly outlined and communicated to both parties (Islam et al., 2021). The two companies can create a collaborative environment that respects both cultures by taking these steps.

In summary, the West Avenue Mall stores and the SM Mall of Asia store have different cultures, creating challenges when the two companies collaborate. To overcome these cultural challenges, both companies should create a collaborative environment that promotes understanding and respect, use communication tools that are accessible to both parties and ensure that customer service expectations are clearly outlined and communicated to both parties. By taking these steps, the two companies can create a successful collaboration

### 5.0 Actions to be Taken in Tackling the Cultural Challenges

Adaptation is the process of adjusting to the local culture in order to minimize cultural differences. West Avenue Mall should strive to create an atmosphere conducive to the local culture and values (Tay & Loh, 2021). Some of the steps that can be taken to ensure this include:

• Developing policies that are tailored to the local cultural values.
• Training staff in cultural sensitivity and awareness.
• Encouraging cultural exchange programs and events.
• Developing better communication channels between staff and customers.
• Developing a better understanding of local culture and customs.

#### 5.2. Structural Intervention

Structural intervention is a strategy that involves making changes to the organizational structure in order to manage cultural differences better (Tay & Loh, 2021). In order to manage the cultural challenges faced by West Avenue Mall, some of the steps that can be taken include:

• Establishing a cross-cultural steering committee to oversee the implementation of cultural changes.
• Establishing a cultural diversity training program for all staff members.
• Introducing and enforcing policies that promote cultural tolerance and respect.
• Introducing job roles with a focus on cultural understanding and communication.
• Establishing a system for monitoring and evaluating the effectiveness of cultural changes.

#### 5.3. Managerial Intervention

Managerial intervention is a strategy that involves changing managerial practices to manage cultural differences better (Tay & Loh, 2021). In order to manage the cultural challenges faced by West Avenue Mall, some of the steps that can be taken include:

• Implementing a system to monitor and evaluate the effectiveness of cultural changes.
• Encouraging managers to take part in cultural exchange programs.
• Promoting a culture of respect and tolerance among staff members.
• Establishing a system of cultural rewards and recognition.
• Establishing a system of feedback and open dialogue between staff members.

#### 5.4. Exit

Exit is a strategy that involves disengaging from the local culture to minimize cultural differences (Tay & Loh, 2021). In order to manage the cultural challenges faced by West Avenue Mall, some of the steps that can be taken include:

• Refraining from hiring local employees.
• Refraining from engaging in local cultural events.
• Refraining from participating in local festivals and celebrations.
• Refraining from using local languages and customs in business operations.
• Refraining from offering services that are not compatible with the local culture.

### 6.0 Goal Compatibility

West Avenue Mall stores company seeks to build a supply chain management system compatible with its organizational goals and objectives. The company must ensure its supply chain management system is aligned and consistent with its organizational goals and objectives. This includes ensuring the supply chain is cost-effective, reliable, and efficient. Additionally, the supply chain should be able to meet customer demand, meet customer expectations, and provide quality products and services (Tay & Loh, 2021).

### 7.0. Goal Incompatibility

West Avenue Mall stores company must also consider potential goal incompatibility when building a supply chain management system. For example, if the company prioritizes cost-effectiveness, but customer service is also important, there could be conflicts between the two goals. It is important to analyze potential conflicts between different goals and objectives and ensure that they are resolved to benefit the company (Srivastava & Dashora, 2022).

#### 7.1 Coercive Power

West Avenue Mall stores company must consider coercive power when building a supply chain management system. Coercive power is using authority, force, or the threat of force to achieve a goal. In supply chain management, coercive power can ensure that suppliers meet the company’s standards and expectations (Mir Mohammad Sadeghi, 2019). For example, the company can use its authority to ensure that suppliers provide quality products and services and meet customer demands.

#### 7.2 Non-Coercive Power

West Avenue Mall stores company must also consider using non-coercive power when building a supply chain management system. Non-coercive power uses incentives, persuasion, and negotiation to achieve a goal. In supply chain management, non-coercive power can build relationships with suppliers and encourage them to meet the company’s standards and expectations (Treacy et al., 2022). For example, the company can offer incentives to suppliers that meet their standards and expectations.

### 8.0 Conclusion

In conclusion, West Avenue Mall stores company faces various challenges when managing its supply chain. The company needs to develop a comprehensive strategy that considers the cultural differences between countries, the collaboration between the members of the supply chain, and the goal compatibility and incompatibility of the different goals and objectives. Additionally, the company should consider using coercive and non-coercive power to ensure that suppliers meet the company’s standards and expectations. These steps allow West Avenue Mall stores to effectively manage their supply chain and provide the best possible customer service.

### 9.0 References

Cadden, T., Dennehy, D., Mantymaki, M., & Treacy, R. (2022). Understanding the influential and mediating role of cultural enablers of AI integration to supply chain. International Journal of Production Research60(14), 4592-4620.

Cortez, C. (2021). The West End: Redevelopment of the Westminster Mall.

Habib, M. A., Bao, Y., Nabi, N., Dulal, M., Asha, A. A., & Islam, M. (2021). Impact of strategic orientations on green supply chain management practices and sustainable firm performance. Sustainability13(1), 340.

Mohamud, H. M., & Mwangi, P. (2021). Continuous replenishment and stock control on supply chain performance of retail chain stores in Nairobi County, Kenya. International Academic Journal of Procurement and Supply Chain Management3(2), 215-236.

Shokouhyar, S., Pahlevani, N., & Mir Mohammad Sadeghi, F. (2019). Scenario analysis of smart, sustainable supply chain based on a fuzzy cognitive map. Management research review43(4), 463-496.

Srivastava, A., & Dashora, K. (2022). Application of blockchain technology for agrifood supply chain management: A systematic literature review on benefits and challenges. Benchmarking: An International Journal.

Tay, H. L., & Loh, H. S. (2021). Digital transformations and supply chain management: a Lean Six Sigma perspective. Journal of Asia Business Studies16(2), 340-353.