Southern Implants, a South African dental implants manufacturer, was considering how to diversify its risk. Over the last 30 years, the company had grown from a local manufacturing company and now served customers around the world through distributors and subsidiaries. The founder and managing director was particularly concerned about the final stages of production which involved cleaning, sterilizing, and packing. While Southern Implants had four machine shops across South Africa, the final stages of production involved all items coming back to Southern Implants for these final packaging steps. The managing director wanted to set up another processing cleaning plant abroad, but he wondered what location for this plant would be best. The United States was the largest market for Southern Implants but labour costs were high. Portugal was another option and had an investor-friendly economic environment with no discrimination between domestic and foreign investors. What were the organizational and managerial risks to consider before making this decision? Amy Moore is affiliated with University of Pretoria. Marianne Matthee is affiliated with University of Pretoria.

【書誌情報】

ページ数：11ページ

サイズ：A4

商品番号：HBSP-W20872

発行日：2020/10/30

登録日：2021/4/14