Case Study about Reducing the Cost of Expatriation in Austere Times
Abstract: The purpose of this paper is to explore ways in which the cost of expatriation can be reduced by contrasting expatriate management systems in two successful American companies. Data are gathered using in-depth interviews with international human resource (IHR) managers and analyses of company archival information. Comparative analysis shows striking differences between the two approaches–one more traditional and expensive, the other nontraditional and considerably less expensive. These differences suggest that a wide range of approaches to managing expatriates may be successful, arguing against a set of “best practices.” The analysis suggests less expensive ways of managing expatriates may be possible in some organizations and predicts several contingency factors to consider when designing expatriate management compensation and benefit packages.
Introduction: Businesses typically develop through four phases: domestic, international, multinational, and global (Adler & Gunderson, 2007). Today, there are fewer organizations competing solely on a domestic basis, and more operating globally in one form or another. Electronic media and decreased transportation costs allow even small businesses to compete internationally (Furnham, 1997), and increased competitive pressures frequently require a global presence even if a firm seeks to remain primarily domestic. This expanding global reach of many organizations has increased interest in the issue of expatriate management (Black & Gregersen, 1999; Toh & DeNisi, 2005). Expatriates are home country nationals sent abroad by the parent company to live and work temporarily in another country. In the initial stages of international expansion it is quite common to send expatriates to oversee the development of appropriate systems and procedures consistent with the parent company’s approach and outlook. Keep reading…
A Case Study about Self-Interest on Mutual Fund Management
Abstract: Previous research has concluded that mutual funds’ clients do have asymmetric performance reactions. Such behavior gives the fund manager the opportunity to optimize the fund’s own interests. Using a unique database from a financial system wherein commercial interests, investment banking and portfolio management are concentrated in the same banking group, we show that mutual funds tend to exhibit biased portfolios, i.e., financial assets of the group’s parent company outweigh other financial asset holdings.
This cannot be explained by performance, risk or securities’ characteristics, and is consistent with the hypothesis of the existence of self-interest on mutual fund management. read more in Self-Interest on Mutual Fund Management..
Garmin Ltd. incorporated in Schaffhausen, Switzerland, is the parent company of a group of companies founded in 1989 by Gary Burrell and Min Kao. Garmin international is a market leader in navigation and…. To refer this case study click here Garmin
Overview: Eurocopter, world leader in the civil and parapublic helicopter market and Europe’s largest manufacturer of defence helicopters, and its parent company EADS Group, have been using Active Risk Manager (ARM) since 2006 to manage project and business risk. The ARM technology forms the central reference point at Eurocopter for all risk data and risk management practices, from projects and contracts to compliance objectives and governance activities. The proven ARM enterprise risk management solution has created a structured framework of consistent risk management processes to save time and enhance productivity across the enterprise.
The Challenge: Eurocopter has the most comprehensive and versatile range of helicopters in the world with more than 2,800 customers in 147 countries. Eurocopter believes that Enterprise Risk Management (ERM) is pivotal to managing the organization’s complex and global business effectively. To drive the business forward, Eurocopter required a robust, automated solution that could be used by all subsidiary companies and offices around the world to guarantee a consolidated risk picture for the Chief Executive and Executive Committee.
Situation: The adidas sporting goods brand is famous across the world and, like any household name, it could potentially become the target of protests and media pressure if its parent company’s policies and practices fail to win public approval. Using an external supply-chain has allowed adidas-Salomon to keep its costs down and remain competitive. However, the company’s supply chain is long and complex, relying on about 570 factories around the world. In Asia alone, its suppliers operate in 18 different countries. Moreover, its cost-saving use of external suppliers is not without risks: in particular, the company has less control over workplace conditions at its suppliers’ factories than it would have at company-owned sites.
Targets: Outsourcing supply should not mean outsourcing moral responsibility. Recognizing this, and having regard to the risks and responsibilities associated with managing a global supply-chain, adidas-Salomon has designed and implemented a comprehensive supply-chain management strategy. That strategy is to source the company’s supplies from the cheapest acceptable sources rather than from the cheapest possible. The company has its own so-called “standards of engagement” (SOE) and the level of acceptability is based on the values of the company itself. Contractors, sub-contractors, suppliers and others are therefore expected to conduct themselves in line with adidas-Salomon’s SOE..
Challenge: assess and better enable the sales of a new start-up within a large parent company with a discrete sales methodology. The client also wanted to ensure that the process and supporting tools be scalable to support the rapid staffing of the start-up organization.
We used process re-engineering methods to link their business strategy with their sales and marketing plans, creating a solutions-based sales process that leveraged the strengths of the parent company’s sales methodology yet was uniquely their own. We then enabled and supported the process with an account management sales tool designed to provide end-users and decision-makers with accurate and dynamic views of the prospect and sales pipeline from which to manage the business..
Overview: Eurocopter, world leader in the civil and parapublic helicopter market and Europe’s largest manufacturer of defence helicopters, and its parent company EADS Group, have been using Active Risk Manager (ARM) since 2006 to manage project and business risk. The ARM technology forms the central reference point at Eurocopter for all risk data and risk management practices, from projects and contracts to compliance objectives and governance activities.
The Challenge: Eurocopter has the most comprehensive and versatile range of helicopters in the world with more than 2,800 customers in 147 countries. Eurocopter believes that Enterprise Risk Management (ERM) is pivotal to managing the organization’s complex and global business effectively. To drive the business forward, Eurocopter required a robust, automated solution that could be used by all subsidiary companies and offices around the world to guarantee a consolidated risk picture for the Chief Executive and Executive Committee.. Read more..
Hawaiian Holdings, Inc., is the parent company of Hawaiian Airlines, the sixteenth largest domestic airline in the United States. Founded in 1929, and with 3,500 employees, Hawaiian is the largest and longest serving airline in Hawaii and has been rated one of the 10 Best U.S……To refer this case study click here Hawaiian Airlines
Introduction: CME Group, which is the parent company of the CME, CBOT and NYMEX exchanges, is the world’s largest and most diverse financial marketplace, serving the risk management needs of customers around the globe. The exchange’s deep liquidity, provided by scale and product diversity, supports its customers’ ability to execute large purchase and sales orders quickly and efficiently. CME Group is an industry leader, handling 2.5 billion contracts in 2009.
The Issue: The ability to support a high volume of transactions is integral to CME Group’s reputation of providing the highest level of service available on any exchange. When any network disruption occurs, CME Group must quickly alert the trading community since customers depend on the exchange operating to manage their portfolios.The CME Globex Control Center (GCC), the Technology Operations Command Center (TOCC)..Click here to read more…
“By eliminating the manual effort we are able to handle the business growth of 25%.”
- Kyle Butt, Team Leader, Yokohama Canada.
Business Needs: Established in 1984, Yokohama Tire Canada sells and distributes 2,000 tire products across Canada through 3,800 dealers. Their parent company, Yokohama Tire, has been a world leader in the development of outstanding tire designs and technology for over 90 years, since its establishment in 1917.
Cumbersome and Manual Processes: When Yokohama Tire Canada agrees to special price concessions to its product dealers, outside the standard pricing agreements, they provide a quote to their customers. The challenge has been that they create approximately 400 custom quotes per year via a manual, stand-alone process, i.e. a PDF form circulating via email and physical routing to collect information and approvals.
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