saction. Also, the company had made annual savings of $50 million by subcontracting the processes to India and US.
可以说，联合技术公司将信息系统流程分包给印度和美国的决定是正确的。这是因为在这两个国家，已经建立的分包商都很便宜，而且有大量的支持系统，这有助于公司降低交易成本。此外，该公司通过将工艺分包给印度和美国，每年节省了5000万美元。
Q.2: The Otis unit of United Technologies illustrates differences that occur in a worldwide firm as it manages alliances. What are some of the other differences illustrated? What other issues should be considered?联合技术公司的奥的斯分公司说明了一家全球公司在管理联盟时出现的差异。还说明了哪些其他差异？还应考虑哪些其他问题？
Answer: In case of OTIS, one of the subsidiaries of United Technologies, it was observed that the move by United Technologies to subcontract the process to India had some initial difficulties although the project was successful. The subcontract brought thirty applications to India. OTIS saved around $5, 00,000. But the company was facing trouble in coordinating the different projects in different locations. Hence, OTIS opened a dedicated center which was run by Wipro in Bangalore. This helped the company to bring back consistency of services and coordination in the different OTIS projects which were then under once center.
就联合技术公司的子公司之一OTIS而言，据观察，尽管该项目取得了成功，但联合技术公司将该工艺分包给印度的举措最初存在一些困难。该分包合同向印度提交了30份申请。奥的斯节省了大约50万美元。但该公司在协调不同地点的不同项目时遇到了麻烦。因此，OTIS在班加罗尔开设了一个由Wipro运营的专门中心。这有助于该公司在当时属于once中心的不同OTIS项目中恢复服务和协调的一致性。
It has been seen that there are certain inherent disadvantages which a company faces when it subcontracts its process to a different country. The major problem arises when the company is into multiple projects. This creates a lack of coordination and control in the foreign country, It is better in such cases for the company to hand over the services to a single organization who will be running all the projects on behalf of the company. These issues are to be considered by any company who is trying to subcontract to some other country.
人们已经看到，当一家公司将其流程分包给另一个国家时，会面临某些固有的劣势。当公司涉及多个项目时，主要问题就出现了。这造成了外国缺乏协调和控制。在这种情况下，公司最好将服务移交给一个代表公司运营所有项目的组织。任何试图分包给其他国家的公司都要考虑这些问题。
Case Study 4:
Q.1: What do you see as the primary integration issues facing the new acquired units? How did IBM address the issues? What should they do next?您认为新收购的单位面临的主要整合问题是什么？IBM是如何解决这些问题的？他们下一步该怎么办？
Answer: In 2002 IBM took over PwC as a merger.IBM is a technological firm whereas PwC is a consulting firm. Hence, the merger created some initial troubles for the employees of both the organizations. IBM was looking to adopt the consulting services of PwC on how to implement different technologies like ERP, CRM and SCM services. The merger combined 30,000 employees from consulting unit of PwC with 50,000 employees from the IBM consulting unit. IBM was operating as a specific corporation whereas PwC is a partnership firm. Hence, it was an area of concern. IBM was dealing with the issues related to infrastructure and PwC dealt with providing consulting services and solutions to the clients. The cultures were also different. It happened that the clients of PwC were beginning to feel concerned that they might be forced to purchase the IBM products as the result of the merger. These were the major issues.
2002年，IBM以并购的形式收购了普华永道。IBM是一家技术公司，而普华永道是一家咨询公司。因此，合并给两家公司的员工带来了一些最初的麻烦。IBM希望采用普华永道的咨询服务，了解如何实施不同的技术，如ERP、CRM和SCM服务。合并合并了普华永道咨询部门的3万名员工和IBM咨询部门的5万名员工。IBM是一家特定的公司，而普华永道是一家合伙公司。因此，这是一个令人关切的领域。IBM负责处理与基础设施相关的问题，普华永道负责为客户提供咨询服务和解决方案。文化也不同。碰巧，普华永道的客户开始担心他们可能会因为合并而被迫购买IBM的产品。这些都是主要问题。
IBM developed a three stage process to deal with the issues. Firstly, it cancelled the deal, and gave back the initial operating model to the unit. It declared the President for the unit. IBM offered lucrative incentive packages to retain the employees. In the second stage, a new operating model was created to incorporate several main factors of the business. These happened in 2002. The last phase happened in 2003. In this stage the IT processes and systems of both the companies were incorporated and the true integration of the companies took place. IBM also laid-off 5,000 of its employees in order to make way for Pw
