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CASE APPLICATION 1 Icelandic Volcano, l; Global Commerce, 0 AF 1726 N 7329 AF 1738 MK 9490 burg LG 8014 AF 4602 AF 2458 DI 8695 AF 2346 AF 1808 MM MA 551 This volcano has a funny narne-Eyjafjallajokull-but its impact gen AF 7350 was not so funny to global businesses, both large and small." AF 2244 AF 5520 that spread across thousands of miles disrupted air travel and AF TITR 12 2954 global commerce for a number of days. AF 2008 N 2656 AF 2022 DL 8646 As thousands of flights were canceled across Europe, tens of AF 7714 MK 9068 thousands of air travelers couldn't get to their destination. For AF 1648 LAX 3648 example, Marthin De Beer, vice president of emerging technolo- AF 5964 KL 2166 gles at Cisco Systems, was headed to Oslo to discuss the final AF 5134 A23716 aspects of its acquisition of Tandberg, a Norwegian teleconfer- AF 5006 A 3574 encing company. However, when his his might was was canceled, he and Tandberg's CEO, Fredrik Halvorsen, used their merged companies A flight information screen at an alr- port outside of Paris lists commercial equipment to hold a virtua press conference. Other businesses airline cancellations in cities across as lucky, especially those with high-value, highly perishable northern Europe as a result of the drifting plume ash that spread products such as berries, fresh fish and flowers, and medicines and thousands of miles from the Icelandic pharmaceuticals. African farmers, European fresh-produce Importers, volcano eruption, disrupting air travel and global commerce. and flower traders from Kenya to the Netherlands found their busi- nesses threatened by the alr traffic shutdown. Even manufacturers were affected. For instance, BMW had o scale back work hours and had prepared for possibly shutting down production at its Spartanburg, South Carolina, piant because it depended on trans-Atlantic rights to bring transmissions and other components from Gorman factories by air. A spokesperson at another automobile company, Mercedes-Benz, said, "There has been disruption in our parts supply. We expect that there may be shortages of some parts or delays in some instances." an weren't as luce Discussion Questions 1. Could a company even plan for this type of situation? If yes, how? If not, why not? 2. Would goals be useful in this type of situation? What types of goals might a manufacturing company like BMW have in such a situation? How about a global airline? How about a small flower grower in Kenya? 3. What types of plans could companies use in this type of situation? Explain why you think these plans would be important. 4. What lessons about planning can managers learn from this crisis