corporate networks

Global brands require global service providers for supporting their worldwide business. Especially for SME service providers this represents a significant challenge. Whereas physical products more or less look alike in different world markets, peoples’ expectations on services can be of entirely different nature. Therefore a service provider might be forced to re-invent his services when entering a new market. Beyond that, the obvious financial and cultural challenges of founding an organization in a foreign market remain. For those reasons it may not always be the best solution to found an own organization in a foreign market. A strategic partnership with a SME service provider in that other market reduces financial risks, enables high quality services from day one on and preserves a major USP of SME service provider: top managements’ commitment. The conflict “SME service provider” vs. “global services” can be solved and allows SME service providers to compete with global ...

For the economic control of production ramp-up processes established instruments such as milestones exist. Also, there are several approaches to the planning and control of the factors time, costs, and quality. Those approaches, however, are not sufficient for the optimisation of production ramp-up. Therefore in this article the authors present three questions that have not been solved yet. These are the aggregation of the goals of the ramp-up by an integral controlling, the definition of the contribution to the shareholder value, and the coordination of the companies involved in corporate networks.