1. Redhawks Consulting Women’s Tennis Association Asian-Pacific Office

2. Key Concern To determine the appropriate staffing of the newly formed Women’s Tennis Association Asian-Pacific Office.

3. Outline Key Concern PESTEL Analysis Identification of Alternatives Key Success Factors Recommendation Phases of Implementation Timeline Budget Summary

4. PESTEL Analysis Political Communist State No substantial political opposition Subversive groups: Falungong Spiritual Movement; China Democracy Party Government discretion on hiring individuals and starting a new business Economic Population: 1.33 billion Government controlled currency exchange rate Inflation: 4.8% GDP per capita: $5,300 Social Primary Ethnic Group: Han Chinese 91.9% Languages: Standard Chinese, Mandarin Religion: Daoism, Buddhism, Christianity, Muslim Median age: 33.6 years Literacy Rate: 90.9% Growth Rate: 0.629% Technological Cell phones: 461.1 million Radio: 417 million Television: 400 million Internet: 162 million Government censorship of Internet usage Ecological Climate: Very diverse; tropical in South and Subarctic in North Natural Resources: Coal, iron, ore, petroleum, natural gas, mercury, tin, tungsten Environmental Issues: Air pollution, water shortages, deforestation, desertification Legal Civil law derived from Soviet and Continental civil code legal principles

5. Identification of Alternatives 1.Ethnocentric Approach 2.Polycentric Approach 3.Geocentric Approach 4.Governmental Approach

6. Alternative 1: Ethnocentric Approach Strengths Know the headquarters' and company methods/procedures Qualified candidate Respect for WTA Familiar with WTA brand values, attributes and office culture Resemble look and feel of other offices around the globe Weaknesses Asian operation would not be marginalized Would not have time to teach Chinese employees Lack of knowledge of China and culture May not speak foreign language Opportunities Career advancement Learn more about the sport Development of global outlook Exposure to different nationalities Can be taught about the company Threats Chinese citizens feel threatened Political opposition Hostility among other culture

7. Alternative 2: Polycentric Approach Strengths Cost containment Nationalism Employee morale Understand local market Speak local language Understand political system of China, wouldn’t offend government Weaknesses May not be able to effectively communicate with headquarters Cultural variations with other WTA offices Opportunities Career advancement Learn more about the sport Development of global outlook Exposure to different nationalities Can be taught about the company Threats May not be available due to Olympic Games May not respect WTA or fully represent them May not have time to plan and execute premier tournament

8. Alternative 3: Geocentric Approach Strengths Best candidate for the position Not culture specific Weaknesses May have an overwhelming number of candidates apply Unknown probability of company knowledge Opportunities Career advancement Learn more about the sport Development of global outlook Exposure to different nationalities Can be taught about the company and sport Threats Political opposition Hostility among other culture/may not fit in

9. Alternative 4: Governmental Approach Strengths No political pressure If Chinese, know more about culture If Expatriate, know more about WTA Weaknesses May not be the best candidate May be a “Yes” man May not be accepted by the rest of the company May not be able to effectively communicate with headquarters Cultural variations with other WTA offices Opportunities Career advancement Learn more about the sport Development of global outlook Exposure to different nationalities Can be taught about the company Threats May not be available due to Olympic Games May not respect WTA or fully represent them May not have time to plan and execute premier tournament

10. Key Success Factors WeightsEthnocentricPolycentricGeocentricGovernment Compensation 0.11 30.310.130.3 Technical Competencies 0.0530.1520.12 10.05 Adaptability 0.230.610.220.410.2 Leadership 0.120.22 2 10.1 Country Understanding 0.21 30.620.430.6 Company Understanding 0.230.610.220.410.2 Cultural Understanding 0.151 30.4520.330.45 122.051.9

11. Recommendation Alternative 2: Polycentric Approach

12. Phases of Implementation I.Establishment of Vice President II.Hire Vice President & Director III.Training IV.Develop Staff V.Plan & Execute First Event VI.Milestone Review VII.Self-Sustainability VIII.Long-Term Planning

13. Phase I: Establishment of Vice-President Timeframe: Upon Approval of Plan Vice President of Strategic Management Duties: – Oversee Regional Offices – Develop & Execute Long-Term Plans

14. Phase II: Hire Vice-President & Director Timeframe: Upon Appropriate Approval Search/Hiring Committee – David Shoemaker, COO – Board Representation – Human Resources – External HR Expert Preliminary Recommendation: – U.K. Regional Director

15. Phase III: Training Timeframe: 0-4 months Training of V.P. in Chinese Culture – First Priority – Examples: Power Distance, High/Low Context, Values Training of Director – Location: WTA Headquarters (U.S) – Examples: Mission, Goals, Values

16. Phase IV: Develop Staff Timeframe: 4-6 months Hiring of all staff to ensure success Covers all aspects of sport management – Marketing/Promotions – Events – New Media/Sports Information – Ticketing – Concessions – Legal – Human Resources – Merchandising/ Licensing

17. Phase V: Plan and Execute First Event Time Frame: First 12 months Pro-Am Tournament New Staff in charge

18. Phase VI: Milestone Review Time Frame: Following First Event Evaluation of new staff Conducted by the Vice President Criteria for evaluation: – Ability of new director – Employee Capabilities – Overall success of event Secondary Evaluation

19. Phase VII: Self-Sustainability Time Frame: Upon First Successful Milestone Review Vice-President leaves Gives the new staff control. Serves as a consultant as needed.

20. Phase VIII: Long-Term Planning Time Frame: 5 years and beyond Future Expansions: – Larger Tournaments for WTA- Asia Pacific – Expansion of Offices

21. Timeline Phase I: Establishment of Vice President Phase II: Hire Vice President and Director Phase III: Training Phase IV: Develop Staff Phase V: Plan and Execute First Event Phase VI: Milestone Review Phase VII: Self- Sustainability Phase VIII: Long-term Planning 03 6912+ Months

22. Budget ExpenseBudget (US$) Chinese Personnel181,357.00 Vice President Position100,000.00 Expenses related to Vice President Position63,147.00 Total:344,504.00

23. Redhawks Consulting Women’s Tennis Association Asian Pacific Office