Tubular industries Scotland LTD. has been acquired by France based Valeric. TISL was a long time supplier of Valeric this helped in a head start in the acquisition process. The case details about how companies should address the foreign subsidiaries based on their cultural aspects and how cross cultures should be maintained.

1. TUBULAR INDUSTRIES
SCOTLAND LTD.
P r e s e n t a t i o n b y : R i s h a b h T a h

2.  What are the main reasons for a seemingly harmonious
relationship between Scottish managers and French expatriates?
Q U E S T I O N S T O B E A D D R E S S E D
P r e s e n t a t i o n b y : R i s h a b h T a h
 What do expatriates see their roles as and how have they been
received by local management?
 Would the expatriation policy of French company work in our
country?

3. P r e s e n t a t i o n b y : R i s h a b h T a h
CULTUR A L O F
F R A N C E

4. P r e s e n t a t i o n b y : R i s h a b h T a h
CULTURAL O F
S C O T L A N D

5. P r e s e n t a t i o n b y : R i s h a b h T a h
CULTURAL DIFFE RE NCES BE TWE EN
F R A N C E & S C O T L A N D

6.  Appointed a Scotsman as a General Manager.
W H A T V A L E R I C D I D I N S C O T L A N D …
P r e s e n t a t i o n b y : R i s h a b h T a h
 Three key roles of French men in Scottish site:
 Manufacturing manager and Imperial Works manufacturing manager.
 Monthly audit of Scottish sites for sales, profits, losses etc.
 Practical view towards doing business.
 Open to learn new and not forcing to adopt home country culture.

7.  No globalisation or internationalisation.
E X P A T R I A T I O N P O L I C Y
P r e s e n t a t i o n b y : R i s h a b h T a h
 No specific pre-departure training.
 Selection on the basis of intelligence, attitude and loyalty.
 Clear understanding on the issues to be addressed by France.
 Same pay, benefits and position upon repatriation.

8.  Ensures transfer of knowledge to subsidiary.
E X P A T R I A T E R O L E S
P r e s e n t a t i o n b y : R i s h a b h T a h
 Cultural advisors for the new expats.
 Ensuring that they are quick and responsive.

9. P r e s e n t a t i o n b y : R i s h a b h T a h
CULTURAL DIFFE RE NCES BE TWE EN
F R A N C E & INDIA

10. P r e s e n t a t i o n b y : R i s h a b h T a h
CULTURAL DIFFE RE NCES BE TWE EN
F R A N C E & INDIA

11. P r e s e n t a t i o n b y : R i s h a b h T a h
CULTURAL DIFFE RE NCES BE TWE EN
F R A N C E & INDIA

12.  Multiple cultural diversity within India.
W O U L D I T W O R K I N I N D I A ? – F i r s t l e t s c o m p a r e
P r e s e n t a t i o n b y : R i s h a b h T a h
 Specific training needs to be given to expats if coming in India.
 Most of the practices can be replicated.

13.  Multiple cultural diversity within India.
W O U L D I T W O R K I N I N D I A ?
P r e s e n t a t i o n b y : R i s h a b h T a h
 Specific training needs to be given to expats if coming in India.
 Most of the practices can be replicated.

14. P r e s e n t a t i o n b y : R i s h a b h T a h
R E C O M M E N DAT I O N & C O N C LU S I O N
 Expose Scotsman to the French sites.
 More opportunities for Scottish people
to be expatriated.
 A short term training should be
provided to the French expats.
 Should continue to exercise current
policy of giving autonomy to the
subsidiaries.

15. P r e s e n t a t i o n b y : R i s h a b h T a h
R E C O M M E N DAT I O N & C O N C LU S I O N
Cultural understanding is a vital part for a
company aspiring to grow overseas.
Culture shapes the way people work,
react to the situations. A good cultural
understanding would lead to a
harmonious relation with the foreign
subsidiaries, making the operations
smooth and profitable.

16. T H A N K Y O U
P r e s e n t a t i o n b y : R i s h a b h T a h