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Compact case
Published by: International Institute for Management Development (IMD)
Originally published in: 2007
Version: 11.02.2008
Length: 2 pages
Data source: Field research

Abstract

This exercise is part of the suite of teaching materials (IMD-3-1876 to IMD-3-1880) which employs China as an illustration of the managerial implications resulted from the so-called War for Talent, and is intended to generate insights into 'how to best play the talent game' in China, or elsewhere. We aim to generate an interactive and rich class discussion of the issues raised among seasoned business practitioners, by adopting a variety of interesting teaching formats: an opening note (IMD-3-1876), four cases (IMD-3-1877 to IMD-3-1880), an 'appraisal exercise' (IMD-3-1876-E) and a video. In particular, this case is about a franchise formed in 2006 by SPSS, a NASDAQ-listed software provider with worldwide leadership. This foreign-invested company uses a channel partner network to sell its technology and to serve its clients. Tomas Casas, the Spanish-born Chief Executive Officer, aims to increase its contribution to SPSS' global revenue to 4% within five years of the company's establishment. To do so, he has to find qualified managers to support and develop the company's channel partner network. Because social skills - including the understanding of local dialects and rituals - are very important for building rapport with partners in different regions, Casas realises that he needs to be particularly careful when appraising candidates. However, such talent is in short supply and expensive in China. He needs to figure out the best ways to fill the positions.
Location:
Size:
25 employees
Other setting(s):
2007

About

Abstract

This exercise is part of the suite of teaching materials (IMD-3-1876 to IMD-3-1880) which employs China as an illustration of the managerial implications resulted from the so-called War for Talent, and is intended to generate insights into 'how to best play the talent game' in China, or elsewhere. We aim to generate an interactive and rich class discussion of the issues raised among seasoned business practitioners, by adopting a variety of interesting teaching formats: an opening note (IMD-3-1876), four cases (IMD-3-1877 to IMD-3-1880), an 'appraisal exercise' (IMD-3-1876-E) and a video. In particular, this case is about a franchise formed in 2006 by SPSS, a NASDAQ-listed software provider with worldwide leadership. This foreign-invested company uses a channel partner network to sell its technology and to serve its clients. Tomas Casas, the Spanish-born Chief Executive Officer, aims to increase its contribution to SPSS' global revenue to 4% within five years of the company's establishment. To do so, he has to find qualified managers to support and develop the company's channel partner network. Because social skills - including the understanding of local dialects and rituals - are very important for building rapport with partners in different regions, Casas realises that he needs to be particularly careful when appraising candidates. However, such talent is in short supply and expensive in China. He needs to figure out the best ways to fill the positions.

Settings

Location:
Size:
25 employees
Other setting(s):
2007

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