Group identity: between parent company and foreign subsidiaries
Versandkostenfrei!
Versandfertig in 6-10 Tagen
26,99 €
inkl. MwSt.
PAYBACK Punkte
13 °P sammeln!
In 2011, France was the leading European country with 5.3 million employees in its subsidiaries worldwide, ahead of Germany and the United Kingdom. In addition, and still in 2011, French-controlled multinational companies had more than half of their global activity and employment abroad. Outward sales", i.e. subsidiaries abroad, even represented 1,400 billion euros in 2011, equivalent to 69% of French GDP. However, it should be taken into consideration that this relocation requires the application of certain precise rules to be effective. Indeed, each country has its own specificities, i.e. - ...
In 2011, France was the leading European country with 5.3 million employees in its subsidiaries worldwide, ahead of Germany and the United Kingdom. In addition, and still in 2011, French-controlled multinational companies had more than half of their global activity and employment abroad. Outward sales", i.e. subsidiaries abroad, even represented 1,400 billion euros in 2011, equivalent to 69% of French GDP. However, it should be taken into consideration that this relocation requires the application of certain precise rules to be effective. Indeed, each country has its own specificities, i.e. - tax policy, social environment, purchasing power of the population, traditions - which the multinational must take into account to achieve its objectives. Management and internal communication problems can also hinder the expansion of foreign-based subsidiaries. One of the most important questions is how to strengthen the cooperation/identity of a group between its parent company and its foreign subsidiaries. This issue is the subject of this book.
Andere Kunden interessierten sich für
