Sas Primary Assignment
SAS Primary Assignment
Chloe Elliott
SAS currently has many benefits for their employees; a 35 hour work week, family life work balance, on site medical, generous family oriented benefits, low turnover in a high turnover industry and a general belief that "if your treat employees as if they make a difference to the company, they will make a difference to the company." Due the these cultural benefits within SAS we have made an environment which can attract and retain the best talent translating the the best stress free talent made available to our very loyal customers. This is truly a case where happy employees has meant happy customers. Right now we live in an "oasis of calm" free from the stresses of frantic competition, signing bonuses …show more content…
And can we continue to succeed in the way we know how if we give up some control and go partially public. The costs of going public are: legal and regulatory burdens, added bureaucracy, costs for upgrading financial reporting systems which would be required as a public company, and information controls would go out of our CEO's hands. So we would need to make an investment in new financial reporting systems and there would be more legal and regulatory burdens on our departments because of this added domination added to our infrastructure. We would have to have more transparency with how we run our company. Even though I may have certain reservations for the company culture if we decide to take this route, I have noted that the percentage of the company being sold to the public is so small as to not have any true influence with the day to day running of our company culture. In fact the percentage sold is so small, I question the reason for going public at all. We are successful and are increasing our profits on our own with no threat to our culture and beliefs. I believe these are tied to the very reason why we are so successful with our customers. Customers are the reason we can operate. The future scope of this undertaking must be considered. Is this first 10% or 15% just a taster for selling more shares of the company in the future. If this is the case, I fear that we will lose who we are and fall into the trap that so many others have gone losing the very thing which made us who we
Chloe Elliott
SAS currently has many benefits for their employees; a 35 hour work week, family life work balance, on site medical, generous family oriented benefits, low turnover in a high turnover industry and a general belief that "if your treat employees as if they make a difference to the company, they will make a difference to the company." Due the these cultural benefits within SAS we have made an environment which can attract and retain the best talent translating the the best stress free talent made available to our very loyal customers. This is truly a case where happy employees has meant happy customers. Right now we live in an "oasis of calm" free from the stresses of frantic competition, signing bonuses …show more content…
And can we continue to succeed in the way we know how if we give up some control and go partially public. The costs of going public are: legal and regulatory burdens, added bureaucracy, costs for upgrading financial reporting systems which would be required as a public company, and information controls would go out of our CEO's hands. So we would need to make an investment in new financial reporting systems and there would be more legal and regulatory burdens on our departments because of this added domination added to our infrastructure. We would have to have more transparency with how we run our company. Even though I may have certain reservations for the company culture if we decide to take this route, I have noted that the percentage of the company being sold to the public is so small as to not have any true influence with the day to day running of our company culture. In fact the percentage sold is so small, I question the reason for going public at all. We are successful and are increasing our profits on our own with no threat to our culture and beliefs. I believe these are tied to the very reason why we are so successful with our customers. Customers are the reason we can operate. The future scope of this undertaking must be considered. Is this first 10% or 15% just a taster for selling more shares of the company in the future. If this is the case, I fear that we will lose who we are and fall into the trap that so many others have gone losing the very thing which made us who we