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Transcript of Final Boomerang Draft
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Executive summaryThe existing gmap is a management-focused tool that assists with long-term global assignments in terms
of increasing human resource management efficiency and saving cost by in-sourcing procedures and
services. The original brief for the fast-track Deloitte innovation team was to create a product extension
for the current gmap; however the research indicated that assignee retention is a key factor in the
global mobility industry and there are limited solutions currently available. Originally the brief dictated
that a prototype was to be developed for version 2 of the current gmap product. The gmap product
satisfied its administration purpose comprehensively and ideas for consequent additions proved to be
incremental in nature. The research presented an opportunity or gap in the market to innovate a
solution to increase the assignee retention rate given the low rate of assignee retention in international
assignments and the lack of formal retention strategy and focus. By adopting a differentiation approach,
the scope of the brief changed with a growth engine and game changer focus.
As a result, a new product was developed rather than a product extension. The Purpose of this report is
to recommend a course of action in relation to the product developed in line with the brief. The Project
is currently at the prototyping stage of the innovation process and the following report analyses the
prototype at its current stage and a course of action for the potential commercialization of the product.
The report also substantiates the course of action taken to date.
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Table of contents
Executive summary ....................................................................................................................................... 2
Table of contents ........................................................................................................................................... 3
Introduction ................................................................................................................................................... 4
Opportunity ................................................................................................................................................... 7
Solution-value proposition ............................................................................................................................ 8
Innovation description .................................................................................................................................. 9
Career Counselor ....................................................................................................................................... 9
Business Journal ......................................................................................................................................10
Updating ..................................................................................................................................................10
Support ....................................................................................................................................................10
Figure 1.0 Data input into Boomerang ................................................................................................11
Market Analysis ...........................................................................................................................................12
Revenue model ............................................................................................................................................13
Go-to-Market strategy.................................................................................................................................14
Business Growth Strategy & Recommendations .........................................................................................15 Product extension: ..................................................................................................................................15
Conclusion ...................................................................................................................................................17
Reference ....................................................................................................................................................18
Appendix B: Competitors ............................................................................................................................21
Direct Competitors ..................................................................................................................................21
Service Providers .....................................................................................................................................21
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Introduction
The original gmap product is an administration-focused tool that assists with long-term international
work assignments. In accordance with the brief, the fast-track Deloitte innovation team was required to
develop a prototype for version 2 of gmap. However, during primary and secondary research, the team
has identified an opportunity in the global mobility industry that correlates with the current trends:
assignees are highly likely to resign after their long term international assignments. Focusing on the
importance of retaining an assignee and the significant risk to a firm of employee turnover and related
costs, a new product was developed in order to address the problem. Rather than extending gmap
incrementally, a new concept was developed due to the disparity of purpose between the two products.
The new concept is titled Boomerang. Boomerang targets assignee retention and re-integration back
into the home firm in order to reduce the assignee turnover rate. Boomerang is a software application
solution similar to gmap that once installed on a firms system can be accessed through the web via the
server. The application is a communication portal that keeps assignees connected with the home firm
during an international assignment. Boomerang targets the key factors that may affect an assignees
desire to return to the home firm. This report will explain and analyze the problems associated with
assignee retention and the proposed solution, assessing the what, why and how; being the problem, the
opportunity and the solution beginning with the research. Boomerang will be explained in terms of its
function and benefit, creating a value proposition for the product. The current market will be assessed
and a revenue model will be analyzed in order to establish the best route to market with a go to market
strategy. Competitors are considered; direct and indirect competitors of the current gmap product in
order to establish a market position for Boomerang. In addition, a business growth strategy will be
discussed. The recommendations are given in regard to moving forward with the Boomerang prototype
and factors to consider in the future related to growth of the product.
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Research and Demand Drivers for the Problem
Our secondary research indicates that the low rate of talent retention has become one of the biggest
issues for companies in global mobility management (Brookfield 2010). For example, more than two
thirds of long-term assignees quit their jobs after they return from their overseas assignment (Bristol
global mobility 2011).
“After the initial pleasure of getting home from a period of work abroad, you may feel an anticlimax. You
are not the same person that you were, time has not stood still at home, and, often, few people are
interested in what you have done”. (Zakshow 2011)
There are many reasons that account for the low rate of talent retention; the most prominent of these
are outlined below:
First of all, assignees’ disconnection with home firms and their previous jobs at home (Aon
Hewitt 2009). Assignees stay in their host country for 2 to 3 years; therefore they are very likely
to lose their knowledge and understanding of activities, procedures, systems, processes and
culture at their home firms.
Secondly, according to some of our primary research, assignees lose some of their technical
skills during the assignments; thus they could not easily go back to their old job when they
return home.
Finally, the lack of clarity in the assignees’ future job in their home firms contributes to the low
talent retention rate. There is a lack of formal job succession planning contributing to job
insecurities that develop over the mid to long term period of time on assignment in the host
country.
One survey suggests that most companies understand the importance of making sure that there is a job
for talented workers at home, upon repatriation; however, only 14% of these companies had formally
planned, pre-assignment to identify and provide jobs for returning assignees (Brookfield 2011). The
survey also suggests that assignees are more likely to return to their home firms when they are
confident that they will have a job after the assignment in the home firm.
The question prompted by these issues is what is the risk to companies deploying international
employees with limited regard to talent retention? Our research indicates that losing a single, trained
and experienced assignee could cost the firm from $200,000 to $ 1.2 million to replace, rehire, retrain
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and instill experience and culture (intangible assets) in a new candidate for
the position (Filip, Michael, Etienne & Claire 2003). Risks of losing talent cost the company time,
knowledge and money as well as stunt the firms’ growth potential. Assignees are full of skills and
experience and they pick up new skills at their host firms; therefore their knowledge is the firms’
intangible asset (Patricia 2009). Talent is an outcome of education, experience and capabilities that an
employee has. Training can consist of both long term and short-term instruction; for example, when
managing a team, the employee learns through responsibility, ultimately developing their leadership
skills. Short term training could consist of a short term cultural course prior to the departure which
contributes further to the skills and capabilities of the employee (Paula, Ibraiz 2005). There is more
intangible value in an employee such as knowing a firm’s culture, values, beliefs and vision. These are
developed over time and critical in any firm’s workforce.
When establishing demand and research to substantiate the need for a product it must also synergize
with the company developing it, so it has a similar vision that suits the company. Deloitte’s vision for
2015 is to be number 2 & different. Number 2 refers to becoming the 2nd ranked financial services firm
in Australia and different refers to the services they will offer (New, innovative and entrepreneurial
services or products generating 30% of the profits in 2015 from business models and revenue streams
that don’t exist yet).
Deloitte’s mantra is to live by the company’s set of seven signals in order to cultivate culture and beliefs
inherent in achieving their strategy and vision. The first signal is to recruit and retain the best, identifying
the importance of hiring and retaining the right talent in order to achieve the vision to be number 2 and
different. In the Strategies for success in 2011 report, executives surveyed overwhelmingly indicated
that developing a robust Research & Development pipeline (74%), forming alliances and partnerships
(52%), talent management (41%) indicating that in order to achieve the vision innovation, collaboration
and alliances (collective leadership) and talent management are the key determinants for success. If
firms are turning over employee top talent then progression and growth will become stunted when
trying to create strong alliances and build Research & Development departments. Talent retention and
attraction are pivotal factors in achieving the 2015 vision. Thus assignees are to be considered the
intellectual capital and a human investment that enables firms to grow reiterating the importance of
retention.
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Opportunity
Research insights gained by analyzing the process life cycle of GM management, has allowed us to
identify a gap that was not covered by the current gmap product. Through research into the global
mobility industry, our findings indicated there was a poor repatriation rate of employees after
international assignments. Given the cost related to employee turnover, there seemed a fundamental
interest from the home firm to ensure their top talent remained within the company. This presented an
opportunity, to address talent retention and leverage of the current gmap value, would result in a
competitive advantage over other firms, by offering a more holistic strategy in regards to global mobility
management. The opportunity arises due to the problem of intellectual capital management &
employee turnover. The current gmap product administrates the global assignment process but pays no
particular attention to the factors that contribute to employee turnover in international assignments. By
considering the assignee an investment and an asset to the home firm, the importance becomes critical
for accommodating a return to the home firm.
Current offerings identify a gap to:
Nurture business relationship
Support investment/asset (assignee)
Develop the asset
Engage and interact
Cultivate commitment
Integrate into the home firm
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Solution-value propositionAccording to the research mentioned above, Boomerang is designed to address the above issues by
focusing on elements that contribute to the high turnover rates in international assignments; for
example:
• Reverse culture shock upon return (Pascoe 2010)
• Integration problems in the home and host firms
• Detachment from the home firm (skill updates, engagement, minimal communication)
• Home firm job security (what they are coming home to)
Therefore, the development of Boomerang would enable head company leaders of the home firm tocommunicate valuable information actively to the assignee, and vice versa, during the international
assignment. The increasing interaction and engagement could result in greater commitment and
satisfaction with the home firm. Moreover, the firm will be able to provide direction guidance to the
assignee regarding their career and thus assignees will receive insights and development incentives from
the firm at home.
Through developing connectivity, Boomerang accommodates a platform to implement a retention
strategy for international assignments. This communication channel integrates the assignee back intothe home firm, maintaining the employer-employee relationship in order to reduce employee turnover
and associated costs; as mentioned previously, this could prevent losses of $200,000 to $ 1.2 million
(Filip, Michael, Etienne & Claire 2003); as it takes 5 years to train an international assignee. In addition,
Boomerang creates a valuable information channel, for networking and data analytics.
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Innovation descriptionBoomerang is a web-based application that creates a communication link between the assignee
and the home firm via the application. The application will be accessible via the web at any location
connecting to the company server and communicating content via Boomerang.
The purpose of Boomerang is to engage the employee and adopt commitment of the assignee in
order to retain the talent post assignment. The program accommodates for this purpose through an
interactive link to the home country firm, increasing contact during the assignment.
Overall, Boomerang has 4 elements which contribute to the common goal of keeping the
employee engaged with the home firm and planning for the reintegration back into the home firm post
long term international assignments. The four different features of the program, each of which provides
a different function are outlined below.
Career Counselor
The Career Counselor tab provides a visual representation of the assignee’s home and current job
responsibilities. This allows both the home organization and assignee to see what future job
opportunities are available once the assignee returns home. Furthermore, an updateable resume is on
hand to allow the assignee to list any new skills, which may have been acquired during the duration of
the long-term assignment. By including this application Boomerang can endorse the need for two-way
communication, as the home origination may be unaware of any career and skill developments that the
assignee may have experienced. This element of the prototype is essential as it is where the assignee is
provided job security, and an understanding what their job position entails within the home
organization post assignment.
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Business Journal
This section of the software addresses any business insights which the employee may acquire during
their trip, such as the knowledge of new competitors and their competitive advantages. Each post can
be tagged to specific product lines in the organization back home, for instance just as the tax line. At the
time, the tags to the relevant insight could be sent to a selection of tagged staff emails but ideally it
could be sent to a range of accounts and programs that Deloitte uses internally, such as Yama. There will
be a filter required to make sure that the information filtered in is relevant to the professional side of
the organization. This aspect of the digital platform may not be directly associated with talent retention,
but provides a strategic advantage to the home organization. By creating this personal “spy” within the
international company branch, the home organization learns a great more compared to online research
or hearing about items or issues down the grape vine. We believe that this element is important as the
business insights could probably enable firms to innovate and grow. Moreover, the Hawthorne effect
suggests that assignees would be motivated by engagement; they would feel cared for and valued by
receiving important tasks; therefore it adds value on the home firms and consequently assignees would
be more likely to come home and remain with the home firm.
Updating
This section will address an issue identified during our primary research, where we identified that there
is a serious lack of connection to the home organization. This 'Updating' area allows the employee to
see relevant updates in regards to four different areas: National News, Firm News, Line News and Skills
News. Each sector will receive information from different sources as shown in Figure 1.0. By sharing
personalized information to the international assignee, there will be a connection created between the
assignee and the home company. By being constantly fed information, when an assignee returns back
home, there is an understanding of what is happening within the home firm and therefore the individual
will feel familiar with the home firm and consequently will be able to settle into the home firm more
comfortably.
Support The 'Support' area will allow employees to ask questions directed at management in regards to policies
and legal help to name a few. It is designed to increase assignees’ satisfaction which will increase talent
retention rate by making the assignee happier; because research shows that the lack of assignee support
in the host country could lead to resignation upon return (Eric 2010).
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Figure 1.0 below demonstrates the stakeholders input of data and how the
stakeholder receives this information.
Figure 1.0 Data input into Boomerang
On the surface, Boomerang looks like it benefits only the assignee by creating a sense of importance to
the company. However, it can actually provide long-term benefits to the employer. Through creating a
plan of re-integration and helping connect the employee with the employer during the entire process,
the home organization can help retain the employee.
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Market Analysis
In the market analysis we have examined indirect and direct competitors for the current gmap program;
the major direct competitor of gmap is an American company; Equus software, which may be similar to
gmap in terms of functions and service; however, the organization itself is sufficiently smaller than
Deloitte. As a result, gmap has an advantage based on Deloitte’s globally renowned reputation and
professional taxation services along with existing clients, network, alliances and business relationships.
Another competitor is ViaExpat, which allows Human Resource Management to track assignees, their
families, dependents and all associated documentation inclusive of passports, birth certificates, work
permits and Visa applications. The competition provides very similar elements to the Deloitte product as
well as providing additional features such as support during the span of the assignment; therefore we
believe it is a direct competitor in the market.
Mobility service providers; including Employee Tracker Application (ETA), Mercer, Expaticore Services
LLC and SIRVA are companies which we believe are indirect competitors because they are more service
and consultancy focused. They use a service format to provide outside help in accommodating an
assignee during an international assignment, as summarized in Appendix B: Competitors.
With the increasing demand for international business management and compliance, which is the result
of the increased global workforce volumes, the four big financial service providers all have developed
solutions regarding global mobility. These solutions are designed to meet the needs of their current
clients and use an outsourcing model for many of the services. From what we can derive, gmap is the
first in Australian market which uses automated workflow technology incorporating many elements of
the process into one platform to help Human Resource Management govern the process of long term
assignments.
Therefore, our concept, Boomerang is going to target the Niche market of talent retention. We believe
that firms will require Boomerang as they recognize the importance of assignees retention within the
near future. Deloitte has the potential to educate potential clients about the importance of retention as
well as the financial and time repercussions if the issue was to be ignored. Providing strong research to
back up claims and to also mould these examples to the company itself, making the subject more
relatable to their organization, can do this.
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Revenue model
Boomerang will utilize the current gmap revenue model, which consists of three revenue streams: the
initial set-up fee, license fee that is based on the amount of current and potential assignee population
and an annual licensing fee. A pricing structure could not yet be developed because at this point in time
costs, such as sales, marketing, administration and development costs are unknown. We will be using
black sheep metaphorically as money. So for example, the set-up fee is 100 black sheep while a license
fee for 200 assignees is 200,000 black sheep. The maintenance fee will be based on a percentage of the
licensing agreement (for example 10%), for 200 assignees; in this case the cost would be 2,000 black
sheep for annual maintenance.
The licensing fee would be sold in tiers (for example: 31-50, 51-100,101-500,501-1000, 1000+). However,
our research shown in Appendix A: Assignee Population suggests that a survey conducted using 126
firms indicate that 21% of firms have an assignee population of 51 to 100 while 27 % of firms have 101
to 500 assignees. The companies with international workforces between 51 and 500 would be our target
companies, occupying the majority of the market. Organizations would pay 100 black sheep for the first
50 assignees, and then 90 black sheep for the 51st to 100th. The revenue model is based on an
exponential curve where the price reduces as the number of employees increase. For instance, if an
organization had up to 500 assignees, Deloitte may offer the possibility to waver the installation fee as
an incentive.
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Go-to-Market strategy
Boomerang program is intended to be endorsed as an add-on product in collaboration with gmap. The
current gmap version 1 product is currently not compatible with the Boomerang concept software but
when in the development stages of Boomerang software, we advise to integrate the two systems
together, so that the administration stakeholders are able to use the same program to filter in and out
information. This can be done by installing new updates into version 1 and creating a gmap version 2.
This strategy to integrate may not work due to incompatible software systems, hence we have
anticipated this and suggest placing a new link into gmap, which re-directs the user to Boomerang, with
a similar interface which provides the impression of still working in the same program.
Therefore, the first step to market strategy is leveraging the current gmap product in terms of its known
name and existing and potential client base. When doing so, it is important to emphasize the benefits
and value of the two programs separately and the strategic benefit if used together. It is important to
explain how the entire process of sending and assignee overseas will become a lot simpler when using
the two Deloitte programs together for maximum value to the firm.
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Business Growth Strategy & Recommendations
Since we have identified the problem, the low talent retention rate and the importance of talent, we
have been able to outline a solution which has the potential to address the problem; Boomerang. The
following are steps which we believe Deloitte should be taking in the near future before competitors
take advantage of the new market potential of talent retention software.
1. The problem of a limited focus on talent retention has been identified, the opportunity to
address the demand as well as a solution. We would integrate the Boomerang concept in the
market, pitch it to potential clients and test the concept so that we could evaluate demand
concept and gain feedback. The prototype will be then refined as per feedback from real client
needs. The same concept has already been used by gmap in using a strategic development
partner in order to refine the product. When building a business relationship it should be
considered whether the company could use any of Deloitte’s other services like gmap has done
with ANZ in an attempt to build a relationship and potentially acquire their tax consultancy
contract within the long term.
2. Once Deloitte gain potential clients, the progression would be to begin looking at costs in order
to further establish feasibility. Development costs, maintenance costs, hosting costs, sales and
marketing costs would contribute to the pricing structure and the ultimate return on investment.
Product extension:
1. Conserving international intellectual capital; our research suggests that assignees are the
intangible assets of a firm; their professional knowledge and experiences. As stated earlier,
Boomerang has an element named “Business Journal” which motivates assignees by engaging
and encouraging employees to develop and provide business insights of the host country and
feed the intelligence back to the home firm to relevant recipients. For instance a new
competitor has shown up in Japan, the assignee can notify the home organization directly.
There are limited capabilities of capturing this information and with the use of data analysis
technology, real value can be extracted from the employees’ insights and experiences.
Therefore, the Deloitte gmap team can develop this further and enrich the communication
channels that enable and encourage assignees to provide feedback on their business knowledge.
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It would be very valuable to home firms because this type of
knowledge enables a firm to be innovative and grow.
2. In addition, we also recommend that a candidate assessment technology component could be
developed and placed into the next version of Boomerang as our research indicates that it has
the ability to affect the cost and efficiency of assignments. By correctly and efficiently matching
an assignments requirements with the necessary capabilities presents an opportunity to be
more fluid and proactive internationally. An assignee can be deployed faster when the selection
process becomes more efficient. Trends that we have found in candidate assessment and
selection are, young and single assignees have become the preference (Lamberhurst 2011). Case
in point, if the assignee is single, the cost to send them overseas will be lower, due to
independence and the lack of need to relocate a family. If an assignee is self selected, it seemsthe cost would be lower and he or she will be better motivated to travel internationally (Ernst &
Young 2011). Therefore, candidate assessment is very important for a firm which is planning on
long term global assignments in terms of cost, benefit as well as assignment efficiency and
outcome. By selecting the right candidate for the assignment may mean that the employee
could be outsourced from a location closer to the host business in order to reduce costs.
3. Our research also shows that the emerging markets; Brazil, Russia, China and India would be the
more frequently populated assignment destinations in the near future; however, these
countries have the potential to produce difficulties for the assignees in relation to housing,
schooling and fundamental infrastructures (Eric Anders 2010). In addition to this, the Deloitte
Emerging Market Survey 2011 suggests that developing markets are the front line for growth
and talent. Emerging markets are rapidly becoming a preferred source for HR centers of
excellence, including HR systems and workforce analytics. This being the case, Boomerang could
add a “head hunting” function which identifies talent in a host country such as India for the
home firm. This will enable the home firm to hire talents globally and it makes sure that thepotential talent is qualified and satisfies the assignment requirements.
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Conclusion
In conclusion, as a result of the research conducted we have identified a problem and opportunity
within the global mobility industry, which addresses top talent retention. The research showed that the
assignee turnover rate is very high and assignees are very important to the home firms. Boomerang is a
concept our team has derived from the lack of constant connectivity between the assignee and the
home firm during long term international assignments. Boomerang focuses on an ongoing strategy
consisting of company updates, support, communication, and intelligence transfer. Boomerang will be a
modular web based platform, providing a graphical user interface that communicates with gmap.
Boomerang aids in talent retention, decreasing employee turnover, creating a communication channel
integrating the assignee into the company continually; increasing assignee satisfaction through
engagement and providing the potential of intelligence transfer. The market for talent retention is still
new; the product is very likely to be the first mover. Furthermore, the next steps for Boomerang would
be testing the market, pitching to real clients and commercializing the product. Boomerang has the
potential of further expanding on the current functionality by incorporating candidate assessment
functions.
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Reference
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Lamberhurst Kent. (2011). The changing nature of expatriate
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Appendix A: Assignee Population
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Appendix B: Competitors
Direct Competitors
viaExpat
viaExpat allows HRM to track Transferees, their families, dependents and all associated documentation
inclusive of Passports, Birth Certificates, Work Permits, Visas, etc. comparing to gmap, it is less
professional and does not provide tax, payroll and cost evaluation service. But it involves all parties
while gmap does not.
Equus software
The software is about the same as gmap; including service and functions. However, the company issmaller than Deloitte, so it has limited resource. It is a tech-based company so they might be better than
gmap in this way.
Service Providers
Employee Tracker Application (ETA): timely report on working location, enabling payroll and program
managers to collect and compile real time information for compliance
SIRVA: online consult service which helps companies to save the cost of global relocation.
Expaticore Services LLC: general business consultants, target small business, touch on global relocation
but not specialize on it.
Xchanging Global Mobility Services: focusing on global relocation service. A complete cycle. (see the final
slide).
NET EXPAT: accessing & training, coaching assignees.
AIRINC: a human resources consulting firm dedicated to facilitating global mobility.
Ernst &Young: a general consulting company including tax service and global mobility consultant.
However, it does not apply new tech to assist the service like what gmap does.
PWC: general consulting company, service inclusive of tax and global mobility.
8/2/2019 Final Boomerang Draft
http://slidepdf.com/reader/full/final-boomerang-draft 22/22
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