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Oriflame CIS: The Successful Evolution of a Regional Subsidiary’s Mandateстатья
Информация о цитировании статьи получена из
Scopus
Статья опубликована в журнале из списка Web of Science и/или Scopus
Дата последнего поиска статьи во внешних источниках: 11 ноября 2020 г.
- Автор: Gurkov I.
- Журнал: Global Business and Organizational Excellence
- Том: 35
- Номер: 4
- Год издания: 2016
- Издательство: John Wiley & Sons Inc.
- Местоположение издательства: United States
- Первая страница: 44
- Последняя страница: 54
- DOI: 10.1002/joe.21683
- Аннотация: Oriflame CIS, a regional subsidiary of a Swedish beauty and cosmetics company operating in the countries of the former Soviet Union, generated 43 percent of global sales and 62.2 percent of operating profits for the parent company in 2014-despite the fact that markets in Russia and Ukraine were stagnant or declining. Using an attractive remuneration scheme, Oriflame CIS was able to profit from its position as a latecomer to localized manufacturing by attracting managers with experience and skills gained from working with the manufacturing arms of other foreign multinationals in Russia. In addition, the firm was also able to enhance links with customers by localizing the process of designing the company’s product catalogs. In significantly expanding its mandate, Oriflame CIS was able to overcome the challenges arising from a volatile market, increase robustness, and remain profitable. © 2016 Wiley Periodicals, Inc.
- Добавил в систему: Гурков Игорь Борисович