Managing a Foreign Subsidiary

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1. Introduction
The objective of the research is to manage the subsidiary of Metersbonwe in Brazil and Russia. Metersbonwe is a Chinese local clothing brand. Metersbonwe was founded in 1994, and it specializes in casual wear. The reasons why I choose this brand is that I’m a young man, and I think the design of Metersbonwe is very suitable for the young people. Also, Metersbonwe is a popular brand with low price, so, the developing country like Russia and Brazil could adapt the price. However, to manage a subsidiary in a foreign country is full of challenge, and the one of the important factor to make it success is The Five Dimensions of National Culture. Power Distance (PDI): the extent to the power distribution is unequally in the less powerful member. Individualism versus Collectivism (IDV): the extent to the individuals integrates into the group. Masculinity Femininity (MAS): the degree of the sexism in the culture. Uncertainty Avoidance (UAI): how this culture treat the uncertainty and ambiguity. Long-Term Orientation (LTO): the Long-term cultures value thrift and perseverance, but, the short-term cultures value tradition, the fulfillment of social obligations and protecting honors. The other factor is the leadership style. There 3 different leadership styles is Authoritarian Style, Democratic Style, Laissez-Faire Style respectively. I think my leadership style is Democratic Style, because I will not be authoritarian to make the company all listen to me, A man's wisdom is limited, so, I need group’s wisdom to help the company become stronger. I will also not be Laissez-Faire Style, as a subsidiary company’s leader, I have a responsibility to carry the company. The research is anticipated to manage Metersbonwe in Russia and Brazil. The most important elements to manage the subsidiary in Russia and Brazil are local culture, people’s cloth wearing habit and the weather. 2. Methods

The only data collection method used in the research is...
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