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Integrating a Company's Growth Strategy and Compliance Programme for Business Optimisation in High Risk Compliance Countries: Solutions for Rolls-Royce Power Systems AG in China

  • With the ever increasing global competitive business environment, capturing new lucrative markets has taken the forefront for Multinational Entities (MNE’s). In the recent past, emerging countries have gained prominence as a focal growth destination for many MNEs. Despite the business opportunities that they offer, they still remain complex markets in which to do business. Consequently, for the MNEs that have made entry into these markets, adequate growth strategies designed to include sets of activities that deliver a unique mix of value to the organization are imperative.1 This therefore calls for such organisations to adapt their existing growth strategies in emerging markets to various demands. This is in order to maximise performance through well-orchestrated growth agendas that work in concert with the overall corporate strategy. Nevertheless, for overall success, businesses are becoming more aware that operational and control failures can be extremely costly.2 This is because growth comes with increased risks hence a need for new solutions to mitigate and manage the risks. Consequently, the discipline of compliance which is designed to mitigate risks through adherence of; legal requirements, internal and external policies is no longer a second-thought function that requires action down the road. Corporate leaders now recognize that it is important for business expansion and the protection of shareholder value.3 In these markets, compliance related issues have proved to be difficult hurdles for many organisations and they are widely viewed high risk compliance markets. 4 Despite this, many MNEs that venture into such markets fail to integrate their growth strategies and compliance programmes/strategies. This paper explores the hypothesis that for organisations to optimise performance, their compliance programmes/strategies should work in concert with their broader strategic goals, e.g. growth. This thesis aims to show how the two can be integrated by using Rolls-Royce Power Systems’ AG (RRPS) growth strategy in China and its compliance programme as a case study. The hypothesis is that, if successfully integrated, RRPS can maximise its growth performance in China. Secondly the study seeks to provide a flexible check list or template that RRPS can adapt in its future Integrated Sales Road Maps (ISRMs) in other targeted countries or regions.

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Metadaten
Author:Allan Omari Onsando
Advisor:Niels Behrmann
Document Type:Master's Thesis
Language:English
Year of Completion:2015
Year of first Publication:2015
Release Date:2015/11/26
Tag:Compliance, Compliance Risks; Integration Compliance & Growth Strategy; Strategy, Growth Startegy, Sales Road Map
Degree Program:MBA - International Business Management
Functional area:Business Strategy