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Axeon N. V.

Axeon N. V. . Behavioural Management Control ME 2028. Group A5 Martha Isabel Andersson Erika Bulger Marianne Myrberg. Question 1. Initial Analysis: No approach towards the possibility of producing AR-42 in the Netherlands.

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Axeon N. V.

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  1. Axeon N. V. Behavioural Management Control ME 2028 Group A5 Martha Isabel Andersson Erika Bulger Marianne Myrberg

  2. Question 1 Initial Analysis: • No approach towards the possibility of producing AR-42 in the Netherlands. • Important to be able to compare the extension production with the production in the new UK factory • The proposal reflects more of a competitive thinking than a corporate overall thinking

  3. Question 2 The Best Interest of Axeon: • A new factory in England would guarantee the supply of the AR-42 to the costumers in case of plant shut down. • Growing potential with a new subsidiary which will reinforce the decentralisation. • “Matter of key importance for the morale and autonomy of the subsidiaries”

  4. Question 3 • Mr. Van Leuven’s behavior: In our opinion, Mr. van Leuven shows personal limitations and lack of motivation. • He probably felt unsure of taking such a big decision for the company, he does not want to take responsibility for his decisions and bear the consequences if something goes wrong.

  5. Question 4 • Transfer price for AR-42: • usual pricing: market- based and no mandatory selling • No market- based pricing in this case; costs will decrease if the production increases to 1000 tons • Production near full capacity • Marginal transfer pricing is possible • Negotiation not an option due to the current situation with many conflicts. • Dual rate pricing seems to be best solution for both sides.

  6. Question 5 Corporatestrategy: • Decentralisation • Subsidiary manager empowerment • Entrepreneurship

  7. Question 6 Critical success factors: • Extensive production line of industrial chemicals • High quality of products • Knowledge and expertise; trained personnel • Core competence in production of AR- 42 • AR-42 is a unique product

  8. Question 7 Key recurring activities: • Accounting system • Sales • Transfer pricing • Communication and negotiation

  9. Question 8 Centralisation/ Decentralisation in Axeon: • Vision: decentralisation • Results control is implemented • Rewarding system based on revenue • Subsidiary manager empowerment • Risk of sub-optimization and politicizing • In this case: • Centralisation shines through

  10. Question 9 Mr. van Lueven should: • Implement tone at the top • Trust in Ian’s capabilities • Accept proposal: “ key importance for the whole company […] because of its implications […] for the autonomy and morale of subsidiary management.

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