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    ASIMCO

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    Ashfaq Memon
    Jack Perkowski established ASIMCO in 1994 as one of the largest independent auto components manufacturers in China. ASIMCO faced challenges with traditional Chinese managers who lacked global market experience, and more entrepreneurial private managers who lacked loyalty. To address this, ASIMCO pursued three strategies: 1) bringing in foreign managers, 2) relying on traditional Chinese managers, or 3) developing a "New China" management team. ASIMCO overcame issues through training managers in quality standards, functions like finance and marketing, and by formalizing performance management and quarterly general manager meetings to assess goals.

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    ASIMCO

    Uploaded by

    Ashfaq Memon
    95 views2 pages
    Jack Perkowski established ASIMCO in 1994 as one of the largest independent auto components manufacturers in China. ASIMCO faced challenges with traditional Chinese managers who lacked global market experience, and more entrepreneurial private managers who lacked loyalty. To address this, ASIMCO pursued three strategies: 1) bringing in foreign managers, 2) relying on traditional Chinese managers, or 3) developing a "New China" management team. ASIMCO overcame issues through training managers in quality standards, functions like finance and marketing, and by formalizing performance management and quarterly general manager meetings to assess goals.

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    Jack Perkowski established ASIMCO in 1994 as one of the largest independent auto components manufacturers in China. ASIMCO faced challenges with traditional Chinese managers who lacked global market experience, and more entrepreneurial private managers who lacked loyalty. To address this, ASIMCO pursued three strategies: 1) bringing in foreign managers, 2) relying on traditional Chinese managers, or 3) developing a "New China" management team. ASIMCO overcame issues through training managers in quality standards, functions like finance and marketing, and by formalizing performance management and quarterly general manager meetings to assess goals.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    95 views2 pages

    ASIMCO

    Uploaded by

    Ashfaq Memon
    Jack Perkowski established ASIMCO in 1994 as one of the largest independent auto components manufacturers in China. ASIMCO faced challenges with traditional Chinese managers who lacked global market experience, and more entrepreneurial private managers who lacked loyalty. To address this, ASIMCO pursued three strategies: 1) bringing in foreign managers, 2) relying on traditional Chinese managers, or 3) developing a "New China" management team. ASIMCO overcame issues through training managers in quality standards, functions like finance and marketing, and by formalizing performance management and quarterly general manager meetings to assess goals.

    Copyright:

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    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 2

    Name: Ashfaq Memon

    Batch:SS/09-11/IIPM
    Prof: Robin Thomas Sub:IHRM

    ASIMCO

    Asian Strategic Investments Corporation

    Q1: Write the brief of the company


    Jack Perkowski an American Business Executive established ASIMCO (Asian Strategic
    Investments Corporation) in 1994. , the Company is now one of the largest, independent components
    manufacturers in China. The Company supplies competitively priced high quality products to both the
    China and global automotive markets. In 2002 ASIMCO became one of the largest components
    organizations serving the Chinese motor Vehicle Industry in 2002.

    Q2: IHRM issues in the Company


    They were neither trained to market products nor exposed to competitive practices in the
    global marketplace.These managers had wide discretion in running firms and were more willing
    to take risks.ASIMCO had negative experiences with these entrepreneurs.

    Those managers whose only experience was with a SOE tended to be highly bureaucratic,
    while managers of privately owned companies tended to be uncontrollably entrepreneurial and
    wereless loyal.

    Faced with this dilemma, ASIMCO felt that there were three alternatives to bridge the
    management gap, i.e., to bring in foreigners, to rely on traditional Chinese managers, or to
    develop what the Company referred to as a “New China” management team

    Q3: on the strategies overcome these issues.


    ASIMCO felt that there were three alternatives to bridge the management gap, i.e., to
    bring in foreigners, to rely on traditional Chinese managers, or to develop what the Company
    referred to as a “New China” management team.

    ASIMCO’s vision consisted of three parts: its core purpose, its core values, and its goal.
    Name: Ashfaq Memon
    Batch:SS/09-11/IIPM
    Prof: Robin Thomas Sub:IHRM

     Core Purpose - To create a truly global Company that is unique because of its ability to
    combine the best in China with the best from the rest of the world.

     Core values – Successful ASIMCO managers believe in teamwork; accept personal


    responsibility; understand the need for continuous improvement. They join
    ASIMCO because they want opportunity, and are determined to accomplish significant
    goals.

     Goal – ASIMCO targets sales to global customers, including foreign-invested enterprises


    in China and customers overseas. Its goal is to have more than 50% of sales to
    global customers.

    Training

    ASIMCO’s objective was to provide its customers with products and services of the highest quality
    at attractive prices. The Company’s staff was trained to ensure that quality standards (e.g. the
    global quality benchmark of six sigma) were met. Functional training in areas such as finance,
    purchasing, marketing, human resources, quality, lean manufacturing, exports and logistics was
    conducted on a continuous basis throughout the organization.

    Performance Management

    The system formalized the process of goal-setting, feedback and coaching, performance
    review and paying for performance at ASIMCO and within each Operating Unit.

    Quarterly general managers’ meeting

    Beginning in 1999, ASIMCO organized quarterly general managers’ meetings, which were
    generally held over a two-to-three-day period at the location of one of the operating units.
    These meetings provided management with a forum in which to outline strategy, review
    quarterly results, share best practices, conduct training and introduce new management
    concepts. The credibility of managers could also be assessed by comparing their actual
    achievements with their original goals.

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