A Case Study On MAN Headquarter Management Control Over Its Chinese Subsidiaries

At the beginning of 2010 s,with social media entering its period of rapid development,the overall market conditions and economic environment had encountered unprecedented changes all over the world,while multinational companies were becoming more focused on building,maintenance as well as development of their oversea markets than ever before.Meanwhile,foreign companies had experienced the transition from adaptation to maturity in China.The foreign brands and foreign enterprises who entered China in the late 70 s of 20 th century especially those human-oriented consulting companies have been regarding resource integration and optimization as the key to improve their core competitiveness,and facing huge challenges as well as opportunities under new media surrounding.It is a topic worth well exploring that how China branches of multi-nationals keep leading and competitive under the efficient and effective strategies made by their parent company at the market of second major economies of China in such an intensely competitive global environments focusing on capital,knowledge,intelligence and decision-making.Based on the study of MAN company that is one of the first foreign companies entering China and widely accepted by consulting industry,this thesis refers to management and control model of headquater-subsidiary,and analyses the relationship among the three factors Enviroment,Conduct as well as Performance.The case study also reveals the performance of MAN China branches during the year from 2011 to 2016 under changes in aspects of HR,culture and strategies driven by MAN headquarter.As a result,a learning towards strategies MAN headquarter had taken against its Chines branches is summarized accordingly.Four phrases are segmented based on the evolution of events,huge information is collected which involves personnel announcement,newsletter,press release,policies,corporate concept,regulations,financial data,biz information,etc.In this case study,reporting structure,culture influence,as well as control and management are working as the three independent variables while the market performance is seen as dependent variables which resulted from the influence of the three above.Consequently the relevance between control & management from headquarter and performance of oversea subsidiaries is proofed,and the conclusion comes out as well,that is the key point of strategy lies in grasping the balance point between management and control though it varies in each phrase.The significant of this case study is to provide a reference to headquarter of multi-nationals on strategy making for its China branches,especially cases in consulting industry.The study implicates that the decisive factor in improving China branches' performance,core-competitiveness as well as sustainable development is to find the balance point of aspects involving reporting structure,culture influence as well as control and management,and implement successive strategies which are applicable and sustainable to the changing market.