Cross-Cultural Management

• Номер работы:
  146489
• Раздел:
  Все работы   →   Рефераты и реферативные задания   →   Английский язык
• Год подготовки:
  07.03.2010
• Объем работы:
  7 стр.
• Содержание:
  CASE STUDY
  Business Objects
  SECTION A
  SECTION B
  SECTION A
  SECTION B
  
  Question 2
  Sources
• Выдержка из работы:
  CASE STUDY
  Business Objects
  
  In 1990, the French engineer Bernard Liautaud and a colleague set up a software firm to develop a product acquired from a third party. The software in question helped companies use information stored in their databases to analyze, for example, sales trends and inventory levels. Aware that their strategic window of opportunity would not be open for long, the founders knew they would have to build an international presence quickly and at the same time attend to the next generation of products.
  
  The founders consciously eschewed the traditional path of starting small and developing the domestic market. They opted instead for what they call the ‘Silicon Valley’ model: raising venture capital, attracting senior level people with stock options, and going public early. At the same time, in order to compete head-on with American rivals, the company had to do something else different — it had to adopt a global approach from the outset. Although they incorporated in France, the founders gave the firm the English name Business Objects for marketing purposes. In France it was widely assumed to be the subsidiary of a U.S. firm. And the company’s employees and finance and business partners would be drawn from, around the world.
  
  To attract foreign talent, they immediately set up a stock-option plan, although the French tax legislation was not especially conducive to such measures. Naturally enough, the company preferred to locate executives who had heavy option grants in the United States or options-friendly Britain. Very quickly recruitment was decentralized internationally to the unit heads.