In 2007, the Womenâs Tennis Association (WTA) was facing a saturated market for womenâs tennis and identified Asia as a growth area. Subsequently, it committed to opening a regional office in Beijing but was unsure how to approach staffing the local office. The dilemma revolved around the intricacies of determining the appropriate mix of local employees and expatriates. The goal of the staffing plan was to achieve a quick, efficient and lasting presence to successfully bring womenâs tennis to a developing market. The chief operating officer realized that it was no small task to analyze all the different factors to determine the best mix of employees.
Women's Tennis Association Comes to China - But Who? (B) - W. Glenn Rowe & Sharda Prashad
In 2007, the Womenâs Tennis Association (WTA) was facing a saturated market for womenâs tennis and identified Asia as a growth area. Subsequently, it committed to opening a regional office in Beijing but was unsure how to approach staffing the local office. The dilemma revolved around the intricacies of determining the appropriate mix of local employees and expatriates. The goal of the staffing plan was to achieve a quick, efficient and lasting presence to successfully bring womenâs tennis to a developing market. The chief operating officer realized that it was no small task to analyze all the different factors to determine the best mix of employees.