Unformatted text preview: the home office was only concerned with profits since at the time Black & Decker had a near monopoly in the market. Therefore, their own complacency allowed competition to get the upper hand and force them to reorganize. This is why even by the 1990’s the reorganization had not gone far enough to compensate for other retailers entering the tool market. Black & Decker then shut down many other factories and unlike before, where even after their first wave of reorganization manufacturing was in the subsidiary that developed the product it was now centralizing production in China and Mexico (Hill, 2007 p. 475). Thus, gradually Black & Decker took on a more centralized and global strategies to better compete and control their subsidiaries in the more global economy of the present. Hill, Charles W. International Business. Sixth edition. New York: McGraw-Hill, 2007....
View Full Document
- Spring '11
- Subsidiary, Berkshire Hathaway, Parent company, Black & Decker, Wholly Owned Subsidiaries, decentralization quick reorganization