f Kitchen Best Case Study 
Submitted to
MD. Safayat Hossain
Adjunct Asst. Professor East West University
Submitted by
Ruheta Sharmin
ID: 2014-3-95-110
Saima Rahman Oni
ID: 2014-3-95-019
Syeda Hamida Linda
ID: 2014-3-95-109
Submission date: 13/3/2015
Kitchen Best Case Study
Ethics when doing cross-boundary business in Southern China
Kitchen's Best Case Summary:
Chan Dong-hwa After graduating from secondary school, worked at different electronic factories and became manager of a home appliances factory. Found Kitchen Best Appliance at the age of 35. In the early days after Kitchen Best was established, Mr Chan personally oversaw all aspects of the business, and important decisions could not be made without his involvement and approval. He had close relationships with most of his senior staff and ran the business with a paternalistic style that was well-liked and respected by his workers. In recent years, except for managing relationships with certain key customers and suppliers, Mr Chan began to leave the day-to-day management of the company to his son Henry Chan. Henry graduated with a Master’s Degree in Business Administration from an American university. After taking up the role of Chief Executive, he brought a more western and less paternalistic management style to the company. To expand the company’s reach in the European and American markets, he frequently travelled overseas to attend exhibitions and trade fairs and spent most of his time in Hong Kong liaising with customers. Henry would only visit the Foshan factory on Fridays and at weekends to meet with his senior management and suppliers. He relied heavily on the expertise of his senior management and their close connections with the clients and suppliers to manage daily operations of the mainland factory. Mr Ma was from mainland China and had been with Kitchen Best more or less from the very beginning, and had worked his way up from a production line labourer to his current role overseeing the entire
MD. Safayat Hossain
Adjunct Asst. Professor East West University
Submitted by
Ruheta Sharmin
ID: 2014-3-95-110
Saima Rahman Oni
ID: 2014-3-95-019
Syeda Hamida Linda
ID: 2014-3-95-109
Submission date: 13/3/2015
Kitchen Best Case Study
Ethics when doing cross-boundary business in Southern China
Kitchen's Best Case Summary:
Chan Dong-hwa After graduating from secondary school, worked at different electronic factories and became manager of a home appliances factory. Found Kitchen Best Appliance at the age of 35. In the early days after Kitchen Best was established, Mr Chan personally oversaw all aspects of the business, and important decisions could not be made without his involvement and approval. He had close relationships with most of his senior staff and ran the business with a paternalistic style that was well-liked and respected by his workers. In recent years, except for managing relationships with certain key customers and suppliers, Mr Chan began to leave the day-to-day management of the company to his son Henry Chan. Henry graduated with a Master’s Degree in Business Administration from an American university. After taking up the role of Chief Executive, he brought a more western and less paternalistic management style to the company. To expand the company’s reach in the European and American markets, he frequently travelled overseas to attend exhibitions and trade fairs and spent most of his time in Hong Kong liaising with customers. Henry would only visit the Foshan factory on Fridays and at weekends to meet with his senior management and suppliers. He relied heavily on the expertise of his senior management and their close connections with the clients and suppliers to manage daily operations of the mainland factory. Mr Ma was from mainland China and had been with Kitchen Best more or less from the very beginning, and had worked his way up from a production line labourer to his current role overseeing the entire