Case study OEC 全文
ln 1997, the managing director (a U.S. national) of the office Equipment Company (oEc) in Lima, Peru (see Map 2l . l), announced suddenly that he would leave within one month. The company had to find a replacement. OEC manufactures a wide variety of small officeequipment (such as copying machines, recording machines, mail scales, and paper shred-ders) in eight different countries and distributes and sells products worldwide. lt has no manufacturing facilities in Peru but has been selling and servicing there since the early 1970s. OEC first tried selling in Peru through independent importers but quickly became convinced that in order to make sufficient sales it needed to have its own staffthere. Despite Peru's political turmoil, which at times has bordered on being a full-scale civil war, OEC'S operation there (with about 100 employees) has enjoyed good and improving sales and profitability.
OEC is constructing its first factory in Peru that is scheduled to begin operations in early 1999. This factory will import components for personal computer printers and assemble them locally. Peru offers an abundant supply of cheap labor, and the assembly oPeration will employ approximately 150 people. The government will allow up to I0 per-cent of the output to be sold locally. By assembling locally and then exporting, oEC expects to be able to ward off trade restrictions on the other office equipment it imports for sale within Peru. This plant construction is being supervised by a U.S. rechnical ream,and a U.S. expatriate will be assigned to direct the production. This director will report directly to OEC's U.S. headquarters on all production and quality-control matrers but willrePort to the managing director in Peru on all other matters, such as accounting, finance, and labor relations.
OEC, by policy, will replace the exiting managing director with an internal candidate. The company employs a combination of home-, host-, and third-country...