Management of the Shared Services Subsidiaries as Cost Centers

Tomoaki Sonoda
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Tomoaki Sonoda: Faculty of Business and Commerce, Keio University, Japan

Chapter 27 in Value-Based Management of the Rising Sun (Japan), 2006, pp 355-364 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThe following sections are included:IntroductionThe definition and organization of shared servicesGeneral effectiveness of shared services and growing corporate valueShared services subsidiaries as cost centersProblems of the Shared Services SubsidiariesShared services subsidiaries as administrative function companiesResponsibility centers of shared services subsidiariesSubsidiaries as cost centersCase of Teijin Creative StaffOrganization of Teijin Creative StaffPricing and cost managementCase of Sumitomo Shoji Financial ManagementOrganization of Sumitomo Shoji Financial ManagementPricing and cost managementReasons for Making Subsidiaries as Cost CentersReasons for Operating SSC as SubsidiariesReasons for operating SSC as subsidiaries of cost center typeClarifying costs and improving activities qualityEmployment of experts and promotion of shared servicesInfluence of organization change by a holding companyConclusionReferences

Keywords: Organizational Design; Valuation of Firm; Evaluation of Business; Management of Business Group; Group Restructuring; M&A; Holding Company; Intra-Firm Company; Mini-Profit Center; Design of Business Process; Inter-Company Systems; Shared Services (search for similar items in EconPapers)
Date: 2006
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