redhawks consulting women’s tennis association asian-pacific office
TRANSCRIPT
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Redhawks Consulting
Women’s Tennis Association Asian-Pacific Office
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Key Concern
• To determine the appropriate staffing of the newly formed Women’s Tennis Association Asian-Pacific Office.
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Outline
• Key Concern• PESTEL Analysis• Identification of Alternatives• Key Success Factors• Recommendation• Phases of Implementation• Timeline• Budget• Summary
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PESTEL AnalysisPolitical • Communist State
• No substantial political opposition• Subversive groups: Falungong Spiritual Movement; China Democracy Party• Government discretion on hiring individuals and starting a new business
Economic • Population: 1.33 billion• Government controlled currency exchange rate• Inflation: 4.8%• GDP per capita: $5,300
Social • Primary Ethnic Group: Han Chinese 91.9%• Languages: Standard Chinese, Mandarin• Religion: Daoism, Buddhism, Christianity, Muslim• Median age: 33.6 years• Literacy Rate: 90.9%• Growth Rate: 0.629%
Technological • Cell phones: 461.1 million• Radio: 417 million• Television: 400 million• Internet: 162 million• Government censorship of Internet usage
Ecological • Climate: Very diverse; tropical in South and Subarctic in North• Natural Resources: Coal, iron, ore, petroleum, natural gas, mercury, tin, tungsten• Environmental Issues: Air pollution, water shortages, deforestation, desertification
Legal • Civil law derived from Soviet and Continental civil code legal principles
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Identification of Alternatives
1. Ethnocentric Approach2. Polycentric Approach3. Geocentric Approach4. Governmental Approach
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Alternative 1:Ethnocentric Approach
Strengths• Know the headquarters' and company methods/procedures• Qualified candidate• Respect for WTA• Familiar with WTA brand values, attributes and office culture• Resemble look and feel of other offices around the globe
Weaknesses• Asian operation would not be marginalized• Would not have time to teach Chinese employees • Lack of knowledge of China and culture• May not speak foreign language
Opportunities• Career advancement• Learn more about the sport• Development of global outlook• Exposure to different nationalities• Can be taught about the company
Threats• Chinese citizens feel threatened• Political opposition• Hostility among other culture
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Alternative 2:Polycentric Approach
Strengths• Cost containment• Nationalism• Employee morale• Understand local market• Speak local language• Understand political system of China, wouldn’t offend government
Weaknesses• May not be able to effectively communicate with headquarters• Cultural variations with other WTA offices
Opportunities• Career advancement• Learn more about the sport• Development of global outlook• Exposure to different nationalities• Can be taught about the company
Threats• May not be available due to Olympic Games • May not respect WTA or fully represent them• May not have time to plan and execute premier tournament
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Alternative 3:Geocentric Approach
Strengths• Best candidate for the position• Not culture specific
Weaknesses• May have an overwhelming number of candidates apply• Unknown probability of company knowledge
Opportunities• Career advancement• Learn more about the sport• Development of global outlook• Exposure to different nationalities• Can be taught about the company and sport
Threats• Political opposition• Hostility among other culture/may not fit in
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Alternative 4:Governmental Approach
Strengths• No political pressure• If Chinese, know more about culture• If Expatriate, know more about WTA
Weaknesses• May not be the best candidate• May be a “Yes” man• May not be accepted by the rest of the company• May not be able to effectively communicate with headquarters• Cultural variations with other WTA offices
Opportunities• Career advancement• Learn more about the sport• Development of global outlook• Exposure to different nationalities• Can be taught about the company
Threats• May not be available due to Olympic Games • May not respect WTA or fully represent them• May not have time to plan and execute premier tournament
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Key Success FactorsWeights Ethnocentric Polycentric Geocentric Government
Compensation 0.1 1 0.1 3 0.3 1 0.1 3 0.3Technical Competencies 0.05 3 0.15 2 0.1 2 0.1 1 0.05
Adaptability 0.2 3 0.6 1 0.2 2 0.4 1 0.2
Leadership 0.1 2 0.2 2 0.2 2 0.2 1 0.1
Country Understanding 0.2 1 0.2 3 0.6 2 0.4 3 0.6Company Understanding 0.2 3 0.6 1 0.2 2 0.4 1 0.2
Cultural Understanding 0.15 1 0.15 3 0.45 2 0.3 3 0.45
1 2 2.05 1.9 1.9
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Recommendation
• Alternative 2:Polycentric Approach
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Phases of Implementation
I. Establishment of Vice PresidentII. Hire Vice President & DirectorIII. TrainingIV. Develop StaffV. Plan & Execute First EventVI. Milestone ReviewVII.Self-SustainabilityVIII.Long-Term Planning
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Phase I:Establishment of Vice-President
• Timeframe: Upon Approval of Plan• Vice President of Strategic
Management• Duties:– Oversee Regional Offices– Develop & Execute Long-Term Plans
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Phase II:Hire Vice-President & Director
• Timeframe: Upon Appropriate Approval• Search/Hiring Committee– David Shoemaker, COO– Board Representation– Human Resources– External HR Expert
• Preliminary Recommendation:– U.K. Regional Director
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Phase III:Training
• Timeframe: 0-4 months• Training of V.P. in Chinese Culture– First Priority– Examples: Power Distance, High/Low
Context, Values• Training of Director– Location: WTA Headquarters (U.S)– Examples: Mission, Goals, Values
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Phase IV:Develop Staff
• Timeframe: 4-6 months• Hiring of all staff to ensure success• Covers all aspects of sport management– Marketing/Promotions– Events– New Media/Sports Information– Ticketing– Concessions– Legal– Human Resources– Merchandising/ Licensing
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Phase V:Plan and Execute First Event
• Time Frame: First 12 months• Pro-Am Tournament• New Staff in charge
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Phase VI:Milestone Review
• Time Frame: Following First Event• Evaluation of new staff• Conducted by the Vice President• Criteria for evaluation:– Ability of new director– Employee Capabilities– Overall success of event
• Secondary Evaluation
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Phase VII:Self-Sustainability
• Time Frame: Upon First Successful Milestone Review
• Vice-President leaves• Gives the new staff control.• Serves as a consultant as needed.
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Phase VIII:Long-Term Planning
• Time Frame: 5 years and beyond• Future Expansions:– Larger Tournaments for WTA- Asia Pacific– Expansion of Offices
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Timeline
Phase I: Establishment of Vice President
Phase II: Hire Vice President and Director
Phase III: Training
Phase IV: Develop Staff
Phase V: Plan and Execute First Event
Phase VI: Milestone Review
Phase VII: Self-Sustainability
Phase VIII: Long-term Planning
0 3
6 9 12 +Months
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BudgetExpense Budget (US$)
Chinese Personnel 181,357.00
Vice President Position 100,000.00
Expenses related to Vice President Position 63,147.00
Total: 344,504.00
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Redhawks Consulting
Women’s Tennis Association Asian Pacific Office