Global company, ethical challenges. In June 2009, the government
of Vartan invited bids for the construction of a cellular telephone
network. ZenTel, an experienced communications company, was eager
to enter the growing field of cellular telephone networks in
countries with poor infrastructures for land lines. If ZenTel won a
few of these early contracts, it would be sought after for its
field experience and expertise. After careful analysis, it prepared
a detailed bid for the Communications Ministry of Vartan, building
in only half of its usual profit margin and providing a contractual
guarantee that the project would be completed in two years or less.
The multimillion-dollar bid was submitted before the deadline, and
ZenTel received notification that it had reached the Vartan
government. Then, despite repeated faxes, e-mails, and phone calls
to the ministry, there was no news on the bids or the project from
the Vartan government.
Steve Cheng, VP of Global Operations for ZenTel, contacted the U.S.
commercial attachA? in Vartan, who told him that his best chance
was to go to Vartan and try to meet the deputy minister of
communications in person. Cheng prepared thoroughly for the trip,
rereading the proposal and making sure that he understood the
details.
At the commercial attachA?’s office in Vartan’s capital, Cheng
waited nervously for the deputy minister and his assistant. Cheng
had come to Vartan with a clear negotiating strategy to try to win
the bid. Soon the deputy minister and his staff arrived,
introductions were made, and pleasantries were exchanged. The
deputy minister asked a few questions about ZenTel and the bid and
then excused himself, leaving his assistant to talk to Cheng. After
clearly indicating that many other compelling bids had been made by
firms from around the world, the assistant said, ?oMr. Cheng, I
guarantee that ZenTel’s bid will be accepted if you pay a $1
million commission. Of course, your excellent proposal doesn’t have
to be altered in any way.?? It was clear to Cheng that the
?ocommission?? was, in fact, a bribe. Tactfully, he pointed out
that U.S. laws and ZenTel’s corporate policy prohibited such a
payment. The assistant wished him a good day and a pleasant flight
home and left.
1. As a shareholder in ZenTel, would you prefer that ZenTel
executives agree to the payment of the ?ocommission???
2. When Cheng described his experience to his friend Hank Shorn,
who managed international business development for another company,
Hank said that his own ?opersonal philosophy?? was to make such
payments if they were typical in the local culture. Do you agree
with Hank’s point of view? Explain.
3. Why would ZenTel have a corporate policy against such
payments?
4. What should Steve Cheng do next?
1) As a shareholder in ZenTel, we will prefer ZenTel executives should agree to the payment of the commission to the assistant of the Deputy Minister because taking bribe like this has become a local culture and the same is not going to stop with making of any law against it. Moreover, the amount of $1m is a very small amount before the “Multimillion-dollar contract” which brings many million dollar profit to ZenTel and its shareholders.
2) Yes, we agree with Hank’s point of view, it has become local trend and culture to take bribe. If Cheng would not pay the commission to the Deputy Minister, they would not get the contract. Some other company would take away the “Multimillion-dollar contract” by paying this small commission of $1m.
3) ZenTel is having a corporate policy against the payments of bribe because the company is constituted under the laws of US and as per the law of the land, such payments are prohibited.
4) Steve Cheng should do second conversation with the company’s head of management and convince them to grab the contract through paying the bribe to Deputy Minister.
Global company, ethical challenges. In June 2009, the government of Vartan invited bids for the construction...
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