Performance Evaluation of Foreign Subsidiaries

Seminar paper from the year 2008 in the subject Business economics - Controlling, grade: 1,7, European Business School - International University Schlo Reichartshausen Oestrich-Winkel, course: Seminar Controlling, 28 entries in the bibliography, language: English, abstract: Long before the globalisation had become a buzz word and an impetus for companies to
invest abroad, enterprises enlarged their "business playing field" into foreign countries
for various reasons, such as to capture a new market, to secure resources, or to take advantage
of local cost levels. Therefore, subsidiaries are heavily involved in the value
creation process for and within multinational corporations (MNCs). However, despite
the fact that the measurement of performance is crucial for globally active companies
not only in steering the value creation for the MNC but also, for example, in fostering
international expansion or guiding resource allocation, MNCs differ significantly in the
extent to which they are aware of the performance of their subsidiaries.
Due to the fact that strategic decisions regarding the global expansion of a MNC require
a wide and clear information basis to be able to assess how successfully a foreign subsidiary
has conducted its business or under what possibly unfavourable environmental
conditions the business results were achieved, multinational enterprises have to implement
a system for evaluating the performance of their foreign subsidiaries and their
management. Therefore, this paper aims to analyse the central aspects to consider in the
evaluation of the performance of foreign subsidiaries.
This paper is divided into five chapters. After a short introduction to the theoretical
background of performance evaluation in chapter 2, the paper continues in chapter 3
with the central issues of an effective performance evaluation system for foreign subsidiaries
with a clear focus on the aspect of separating managerial and subsidiary performance.
Then chapter 4 illustrate