regime. The intensity of cross-border operations recorded an unprecedented surge since the mid-1990s and the same trend continues. Earlier‚ foreign firms were satisfying their market expansion strategy through the setting up of wholly owned subsidiaries in overseas markets which has now become a ‘second best option since it involves much time and effort that may not suit to the changed global scenario‚ cross-border mergers and acquisitions became the ‘first-best option’ to the leaders and others
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RE: GUIDELINES FOR THE APPLICATION TO STRIKE-OFF A NAME OF A DEFUNCT COMPANY UNDER SECTION 308(1) OF THE COMPANIES ACT 1965 DURING MORATORIUM PERIOD (3 MARCH – 30 JUNE 2011) This guideline serves to inform the procedures and requirements for the application to strike off names of defunct companies under section 308(1) of the Companies Act 1965 (CA 1965) during moratorium period. BACKGROUND 2. The Companies Commission of Malaysia (SSM) has on 11 January 2007 issued a set of guidelines for
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and negative aspects of local production in comparison to moving its operations to China. Manufacturing methods‚ such as a wholly owned subsidiary; owning and controlling a factory in China‚ a strategic alliance and licensing agreements have been analysed in detail. The evidence shows that moving part of the business to China as a wholly owned subsidiary‚ whilst keeping its headquarters in Melbourne would be the most beneficial long term option. Paying royalties and dividing profit with
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Overview: This case talks about John Smithers and his experience with the new Six Sigma Program at Sigtek. The program was implemented by the parent company of Sigtek and Smithers and a colleague‚ Sam Murphy‚ were both selected to learn about this program from Telwork (the parent company) and then run the program to teach about change to the employees at Sigtek. Problems: The main problem that is seen in this case study is the fact that the Six Sigma program that was implemented
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LIFTING THE CORPORATE VEIL (i) Introduction (ii) Principles of Corporate Personality (iii)Statutory Exceptions (iv)Common Law and the Mere Façade Test (v) Agency and Groups (vi)Conclusions INTRODUCTION 1. When a creditor discovers that a debtor company is insolvent‚ the creditor will frequently want to recover the debt from a shareholder‚ director or associate of the insolvent company. There exist various statutory and common law mechanisms by which the corporate veil can be lifted and
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branded tea operation with product and brand presence in 40 countries. The company has five major brands in the Indian market such as Tata Tea‚ Tetley‚ Kanan Devan‚ Chakra Gold and Gemini catering to all major consumer segments for tea. Tata Tea has subsidiaries in Great Britain‚ United States and India. Also the company has a substantial interest in the Sri Lankan tea industry through Watawala Plantations‚ Sri Lanka and Kanan Devan Hills Plantation Company as associate companies. The company has a 100
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was a structure that was based on internal relationships. The National Organizations (NO) that were in place had informal power over their product divisions. However this structure led to great distance between the corporate management and its subsidiaries with information and knowledge not spreading fluently from one NO to the next. This fragmentation‚ which Bartlett and Beamish (2010) state as a limitation of this form of structure‚ increased costs and promotes inefficiency. The learning capacity
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wholly owned subsidiaries to cater specific geographic regions from the year 1999. They had the widest service portfolio among Indian IT service providers‚ with each of its services having attained critical mass. In the year of 2000 the company set up a dedicated offshore development centre in Chennai for KLA-Tencor Corporation‚ a supplier of process control and yield management solutions for the semiconductor and related microelectronics industry. HCL Comnet‚ the wholly owned subsidiary company in
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the Penn-Texas Corporation. In addition Colt’s Firearms became a wholly owned subsidiary of Silberstein’s holding company. From 1960 to 1994 Colt’s Firearms introduced the AR-15(which is a semiautomatic rifle). Shorter after the AR-15‚ the company made the M16 (which is a military full-automatic rifle). Changes came again in 1964 when the company reorganized under the name of Colt Industries and the firearms subsidiary became Colt’s Inc.‚ Firearms Division. During the 1970s the company introduced
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Controlled Entities (as at June 2012) The consolidated financial statements incorporate the assets‚ liabilities and results of the following subsidiaries in accordance with the accounting policy described in note 1(c): Name of entity Country of incorporation Class of shares Equity holding 2012 2011 % % Parent entity JB Hi-Fi Limited (i) Subsidiaries JB Hi-Fi Group Pty Ltd (ii) Australia Ordinary 100 100 JB Hi-Fi (A) Pty Ltd (ii) Australia Ordinary 100 100 Clive Anthonys
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