Just reward
Article Abstract:
The case study of a British company that failed to adjust the salaries of the members of a task force that it formed to help in a product development project involving an American company is presented. The British company, which owned a 51% interest in the American company under a strategic alliance agreement, had instead opted to provide bonuses for the succesful completion of the product development project. The decision sparked complaints from task force members who felt they were being shortchanged as their salaries were lower than that of their American counterparts even though they had similar duties. An analysis of the British firm's problem yields the conclusion that the manager concerned had erred in that he had failed to take into consideration the possible long-term consequences of compensation decisions involving personnel selected for crossborder activities.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1992
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The struggle to keep Scotch whiskey flowing
Article Abstract:
The shrinking demand for Scotch whiskey has forced the management of many Scotch producers to lower production and sell off excess stock, but a number of the producers hurt themselves by miscalculating the size of the future Scotch whiskey market. Distillers such as Cutty Sark, Dewar's, Black & White, J & B, Johnnie Walker and Chivas Regal have found they are fighting for a small shares of dwindling markets, made even smaller by the local bottling of excess stock sold for much lower prices, in turn driving the premium prices down. The new marketing tactics adopted by these companies and the promotional efforts made to reverse the trends in drinking habits in Great Britain and elsewhere are described.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1985
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BAT moves beyond tobacco
Article Abstract:
B.A.T. Industries PLC, a British conglomerate, had formulated an extensive and top-secret list of potential acquisitions as part of its diversification plans, and the company's management team, headed by Patrick Sheehy, found itself involved in a protracted takeover battle with Allianz Versicherungs AG of West Germany over control of Eagle Star Holdings PLC, a composite insurance company. By winning the battle for Eagle Star, B.A.T. achieved the 27th major acquisition of its 20-year acquisition strategy, which was begun in an attempt to move away from its dependence on tobacco. B.A.T.'s diversification plans and how Sheehy leads the management of its disparate operations are described.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1984
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