Giving autonomy to subsidiaries: Subsidiary managers have autonomy to decide what to sell in their own territories. Economies of scale and synergies: Management behavior — Mr. If you wish to download it, please recommend it to your friends in any social system. And reward will encourage him to sell the product and get the bonus depending on the achievement of subsidiary’s revenue growth.
Anat Bar Pinchas”— Presentation transcript: Question 3 Mr Van Leuven did behave like that in the meeting because: Negotiating with the subsidiaries for selling Axeon products. Subsidiaries can change their own production methods, marketing strategy, financial planning. Furthermore, although Hollandsworth built their arguments and justify the investment in their markets, but they still cannot have their own manufacturing plants. Loading SlideShow in 5 Seconds.. Case Study Method -January
About project SlidePlayer Terms of Service. Peter Scott Peter Scott Consulting www. Planning Sales Purchasing Production Meeting of board director. You can add this document to your study collection s Sign in Available only to authorized users.
Axeon NV – group assignment
Use of external knowledge by acquiring specialized companies in different regions. What do you believe to be the KRAs in Axeon? Question 2 The construction of the new factory in the UK is the best interest of Hollandsworth because: Assessment of new project proposals.
Giving autonomy to subsidiaries: Was there, in your opinion, anything wrong with it?
Production tsudy industrial chemicals. He must also tell him that by producing in the Netherlands, company does not need to take loan and factory in the Netherlands can work at full potential. Subsidiary managers have autonomy to decide what to sell in their own territories.
Haven’t found the Essay You Want? Registration Forgot your password? Discuss what transfer price should be established if AR is supplied from the Netherlands to the UK.
Axeon should be coherent between the definition and the real implementation of its strategy in terms of centralization. Geographical location of the subsidaries that provides a good Distribution Network 2. Discuss what transfer price sould be established if AR is supplied from the Netherlands to the UK?
Motivated, innovative Investment justified Confidence in Mr Van Leuven Not yet competent on the product They want the proposal to be executed Competition and no communication between the two parts Influence problems Profit or decentralized management?
Though it is said that the subsidiaries are encouraged to propose the development of new products, but the fact was that the Axeon Netherlands would take over the idea of new product development if it made more returns. Eventually, Axeon is still a centralized organization.
A Case Study. Question 7 Key recurring activities in Axeon: Good training of the employees Critical success factors in Axeon: Suggest us how to improve StudyLib For complaints, use another form.
Axeon N.V ME2028 Behavioural Management Control
Subsidiaries can sell whatever the axeno of products they want The prices of the products are fixed by Axeon Dutch sales organisation and the subsidiaries can decide if they want to sell them or not. Question 3 Mr Van Leuven did behave like that in the meeting because: Strategic Human Resource Management Chapter 1. Acquiring companies in different geographical areas to enter other markets.
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AXEON N.V. BEHAVIOURAL MANAGEMENT CONTROL Group C4: Anat Bar Pinchas
Upload document Create flashcards. He must award Caze for his initiative and based on achievements of UK subsidiary revenue growth in the future.
Anat Bar Pinchas”— Presentation transcript: