Drake Global Relocation : A Business Plan

• Main Authors: Drake Allison Lindsey, 戴艾絲
• Other Authors: Ed Jen-Huarn Shyurng
• Format: Others
• Language: en_US
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/46542373529614783561

碩士 === 輔仁大學 === 國際創業與經營管理學程碩士在職專班 === 98 === One of the by-products of the fast pace of globalization is the constant mobility of employees, being sent overseas for short-term assignments and relocation. Today, research shows that there is a new population flow comprised of young people, as opposed to previous older generations and their families. As 54% of the total expatriate population is now between the ages of 20-39, there is an opportunity to capitalize on the new majority’s needs and willingness to spend money to get themselves comfortable in their unfamiliar locations. Furthermore, more than 69% of multinational companies reported increases in the number of international assignments in 2009. These trends indicate a changing industry structure, and the new groups of relocating employees are trendsetters, middle-to-upper class, highly educated, have high disposable income, and are moving to new countries for at least six months for short-term assignments. Drake Global Relocation (DGR) will target this profile of younger relocating employees by offering two cultural adaptation services in both the largest emerging destination for short-term assignments (China) and the current top destination for expatriates (Spain). The first service involves a social networking web site, that will serve as a forum specifically for expatriates to share information, meet people, and connect with other fellow expatriates in their cities. This web site is a competitive advantage because it will allow me to have complete profiles of users and their preferences, thus being able to better target their needs. The second service involves one-on-one consulting sessions, between a hired local employee and the customer. Based on the customer’s tastes and preferences, the local will design a one or two week package that involves their insights and assistance on the best places or things to do in their cities. The local will personally take the customer to places that will ultimately expand the customer’s knowledge, comfort, and happiness in their new culture and city. These services will allow me to penetrate the global relocation industry and work towards having the ability to eventually compete with the industry’s major players. Additionally, these services will allow me to differentiate myself from competitors in many ways – firstly, global relocation companies target their services to the traditional, older relocating employees and second, these companies’ main focus is on the logistics of the transfer (housing, insurance, schools, etc.). Companies are also currently providing clients with standardized services, while each of my local packages will be customized and unique. By targeting the new profile of globally mobile employees and offering them a new type of assistance with casual, day-to-day activities, I have a competitive advantage that will allow me to ultimately be profitable off of the industry’s recent structural changes. Furthermore, from the financial point of view, my costs are extremely low due to a lack of fixed assets from initially operating from home. I plan on collecting payments prior to the services, and paying employees upon completion of services. This strategy allows me to avoid having to break even, as the amount of cash flows coming in always exceeds the outflow with this structure for timing of payments. The overall goals of DGR include breaking into the global relocation industry by targeting this emerging market, establishing a presence and strong brand reputation among all expatriates, helping these movers enjoy and get better situated to life while making a profit, expanding into new countries, and ultimately transforming my company into a competitive, multinational global relocation service.