Final Boomerang Draft

8/2/2019 Final Boomerang Draft

http://slidepdf.com/reader/full/final-boomerang-draft 1/22



2 | P a g e

Executive summaryThe existing gmap is a management-focused tool that assists with long-term global assignments in terms

of increasing human resource management efficiency and saving cost by in-sourcing procedures and

services. The original brief for the fast-track Deloitte innovation team was to create a product extension

for the current gmap; however the research indicated that assignee retention is a key factor in the

global mobility industry and there are limited solutions currently available. Originally the brief dictated

that a prototype was to be developed for version 2 of the current gmap product. The gmap product

satisfied its administration purpose comprehensively and ideas for consequent additions proved to be

incremental in nature. The research presented an opportunity or gap in the market to innovate a

solution to increase the assignee retention rate given the low rate of assignee retention in international

assignments and the lack of formal retention strategy and focus. By adopting a differentiation approach,

the scope of the brief changed with a growth engine and game changer focus.

As a result, a new product was developed rather than a product extension. The Purpose of this report is

to recommend a course of action in relation to the product developed in line with the brief. The Project

is currently at the prototyping stage of the innovation process and the following report analyses the

prototype at its current stage and a course of action for the potential commercialization of the product.

The report also substantiates the course of action taken to date.



3 | P a g e

Table of contents

Executive summary ....................................................................................................................................... 2

Table of contents ........................................................................................................................................... 3

Introduction ................................................................................................................................................... 4

Opportunity ................................................................................................................................................... 7

Solution-value proposition ............................................................................................................................ 8

Innovation description .................................................................................................................................. 9

Career Counselor ....................................................................................................................................... 9

Business Journal ......................................................................................................................................10

Updating ..................................................................................................................................................10

Support ....................................................................................................................................................10

Figure 1.0 Data input into Boomerang ................................................................................................11

Market Analysis ...........................................................................................................................................12

Revenue model ............................................................................................................................................13

Go-to-Market strategy.................................................................................................................................14

Business Growth Strategy & Recommendations .........................................................................................15 Product extension: ..................................................................................................................................15

Conclusion ...................................................................................................................................................17

Reference ....................................................................................................................................................18

Appendix B: Competitors ............................................................................................................................21

Direct Competitors ..................................................................................................................................21

Service Providers .....................................................................................................................................21



4 | P a g e

Introduction

The original gmap product is an administration-focused tool that assists with long-term international

work assignments. In accordance with the brief, the fast-track Deloitte innovation team was required to

develop a prototype for version 2 of gmap. However, during primary and secondary research, the team

has identified an opportunity in the global mobility industry that correlates with the current trends:

assignees are highly likely to resign after their long term international assignments. Focusing on the

importance of retaining an assignee and the significant risk to a firm of employee turnover and related

costs, a new product was developed in order to address the problem. Rather than extending gmap

incrementally, a new concept was developed due to the disparity of purpose between the two products.

The new concept is titled Boomerang. Boomerang targets assignee retention and re-integration back

into the home firm in order to reduce the assignee turnover rate. Boomerang is a software application

solution similar to gmap that once installed on a firms system can be accessed through the web via the

server. The application is a communication portal that keeps assignees connected with the home firm

during an international assignment. Boomerang targets the key factors that may affect an assignees

desire to return to the home firm. This report will explain and analyze the problems associated with

assignee retention and the proposed solution, assessing the what, why and how; being the problem, the

opportunity and the solution beginning with the research. Boomerang will be explained in terms of its

function and benefit, creating a value proposition for the product. The current market will be assessed

and a revenue model will be analyzed in order to establish the best route to market with a go to market

strategy. Competitors are considered; direct and indirect competitors of the current gmap product in

order to establish a market position for Boomerang. In addition, a business growth strategy will be

discussed. The recommendations are given in regard to moving forward with the Boomerang prototype

and factors to consider in the future related to growth of the product.



5 | P a g e

Research and Demand Drivers for the Problem

Our secondary research indicates that the low rate of talent retention has become one of the biggest

issues for companies in global mobility management (Brookfield 2010). For example, more than two

thirds of long-term assignees quit their jobs after they return from their overseas assignment (Bristol

global mobility 2011).

“After the initial pleasure of getting home from a period of work abroad, you may feel an anticlimax. You

are not the same person that you were, time has not stood still at home, and, often, few people are

interested in what you have done”. (Zakshow 2011)

There are many reasons that account for the low rate of talent retention; the most prominent of these

are outlined below:

First of all, assignees’ disconnection with home firms and their previous jobs at home (Aon

Hewitt 2009). Assignees stay in their host country for 2 to 3 years; therefore they are very likely

to lose their knowledge and understanding of activities, procedures, systems, processes and

culture at their home firms.

Secondly, according to some of our primary research, assignees lose some of their technical

skills during the assignments; thus they could not easily go back to their old job when they

return home.

Finally, the lack of clarity in the assignees’ future job in their home firms contributes to the low

talent retention rate. There is a lack of formal job succession planning contributing to job

insecurities that develop over the mid to long term period of time on assignment in the host

country.

One survey suggests that most companies understand the importance of making sure that there is a job

for talented workers at home, upon repatriation; however, only 14% of these companies had formally

planned, pre-assignment to identify and provide jobs for returning assignees (Brookfield 2011). The

survey also suggests that assignees are more likely to return to their home firms when they are

confident that they will have a job after the assignment in the home firm.

The question prompted by these issues is what is the risk to companies deploying international

employees with limited regard to talent retention? Our research indicates that losing a single, trained

and experienced assignee could cost the firm from $200,000 to $ 1.2 million to replace, rehire, retrain



6 | P a g e

and instill experience and culture (intangible assets) in a new candidate for

the position (Filip, Michael, Etienne & Claire 2003). Risks of losing talent cost the company time,

knowledge and money as well as stunt the firms’ growth potential. Assignees are full of skills and

experience and they pick up new skills at their host firms; therefore their knowledge is the firms’

intangible asset (Patricia 2009). Talent is an outcome of education, experience and capabilities that an

employee has. Training can consist of both long term and short-term instruction; for example, when

managing a team, the employee learns through responsibility, ultimately developing their leadership

skills. Short term training could consist of a short term cultural course prior to the departure which

contributes further to the skills and capabilities of the employee (Paula, Ibraiz 2005). There is more

intangible value in an employee such as knowing a firm’s culture, values, beliefs and vision. These are

developed over time and critical in any firm’s workforce.

When establishing demand and research to substantiate the need for a product it must also synergize

with the company developing it, so it has a similar vision that suits the company. Deloitte’s vision for

2015 is to be number 2 & different. Number 2 refers to becoming the 2nd ranked financial services firm

in Australia and different refers to the services they will offer (New, innovative and entrepreneurial

services or products generating 30% of the profits in 2015 from business models and revenue streams

that don’t exist yet).

Deloitte’s mantra is to live by the company’s set of seven signals in order to cultivate culture and beliefs

inherent in achieving their strategy and vision. The first signal is to recruit and retain the best, identifying

the importance of hiring and retaining the right talent in order to achieve the vision to be number 2 and

different. In the Strategies for success in 2011 report, executives surveyed overwhelmingly indicated

that developing a robust Research & Development pipeline (74%), forming alliances and partnerships

(52%), talent management (41%) indicating that in order to achieve the vision innovation, collaboration

and alliances (collective leadership) and talent management are the key determinants for success. If

firms are turning over employee top talent then progression and growth will become stunted when

trying to create strong alliances and build Research & Development departments. Talent retention and

attraction are pivotal factors in achieving the 2015 vision. Thus assignees are to be considered the

intellectual capital and a human investment that enables firms to grow reiterating the importance of

retention.



7 | P a g e

Opportunity

Research insights gained by analyzing the process life cycle of GM management, has allowed us to

identify a gap that was not covered by the current gmap product. Through research into the global

mobility industry, our findings indicated there was a poor repatriation rate of employees after

international assignments. Given the cost related to employee turnover, there seemed a fundamental

interest from the home firm to ensure their top talent remained within the company. This presented an

opportunity, to address talent retention and leverage of the current gmap value, would result in a

competitive advantage over other firms, by offering a more holistic strategy in regards to global mobility

management. The opportunity arises due to the problem of intellectual capital management &

employee turnover. The current gmap product administrates the global assignment process but pays no

particular attention to the factors that contribute to employee turnover in international assignments. By

considering the assignee an investment and an asset to the home firm, the importance becomes critical

for accommodating a return to the home firm.

Current offerings identify a gap to:

Nurture business relationship

Support investment/asset (assignee)

Develop the asset

Engage and interact

Cultivate commitment

Integrate into the home firm



8 | P a g e

Solution-value propositionAccording to the research mentioned above, Boomerang is designed to address the above issues by

focusing on elements that contribute to the high turnover rates in international assignments; for

example:

• Reverse culture shock upon return (Pascoe 2010)

• Integration problems in the home and host firms

• Detachment from the home firm (skill updates, engagement, minimal communication)

• Home firm job security (what they are coming home to)

Therefore, the development of Boomerang would enable head company leaders of the home firm tocommunicate valuable information actively to the assignee, and vice versa, during the international

assignment. The increasing interaction and engagement could result in greater commitment and

satisfaction with the home firm. Moreover, the firm will be able to provide direction guidance to the

assignee regarding their career and thus assignees will receive insights and development incentives from

the firm at home.

Through developing connectivity, Boomerang accommodates a platform to implement a retention

strategy for international assignments. This communication channel integrates the assignee back intothe home firm, maintaining the employer-employee relationship in order to reduce employee turnover

and associated costs; as mentioned previously, this could prevent losses of $200,000 to $ 1.2 million

(Filip, Michael, Etienne & Claire 2003); as it takes 5 years to train an international assignee. In addition,

Boomerang creates a valuable information channel, for networking and data analytics.



9 | P a g e

Innovation descriptionBoomerang is a web-based application that creates a communication link between the assignee

and the home firm via the application. The application will be accessible via the web at any location

connecting to the company server and communicating content via Boomerang.

The purpose of Boomerang is to engage the employee and adopt commitment of the assignee in

order to retain the talent post assignment. The program accommodates for this purpose through an

interactive link to the home country firm, increasing contact during the assignment.

Overall, Boomerang has 4 elements which contribute to the common goal of keeping the

employee engaged with the home firm and planning for the reintegration back into the home firm post

long term international assignments. The four different features of the program, each of which provides

a different function are outlined below.

Career Counselor

The Career Counselor tab provides a visual representation of the assignee’s home and current job

responsibilities. This allows both the home organization and assignee to see what future job

opportunities are available once the assignee returns home. Furthermore, an updateable resume is on

hand to allow the assignee to list any new skills, which may have been acquired during the duration of

the long-term assignment. By including this application Boomerang can endorse the need for two-way

communication, as the home origination may be unaware of any career and skill developments that the

assignee may have experienced. This element of the prototype is essential as it is where the assignee is

provided job security, and an understanding what their job position entails within the home

organization post assignment.



10 | P a g e

Business Journal

This section of the software addresses any business insights which the employee may acquire during

their trip, such as the knowledge of new competitors and their competitive advantages. Each post can

be tagged to specific product lines in the organization back home, for instance just as the tax line. At the

time, the tags to the relevant insight could be sent to a selection of tagged staff emails but ideally it

could be sent to a range of accounts and programs that Deloitte uses internally, such as Yama. There will

be a filter required to make sure that the information filtered in is relevant to the professional side of

the organization. This aspect of the digital platform may not be directly associated with talent retention,

but provides a strategic advantage to the home organization. By creating this personal “spy” within the

international company branch, the home organization learns a great more compared to online research

or hearing about items or issues down the grape vine. We believe that this element is important as the

business insights could probably enable firms to innovate and grow. Moreover, the Hawthorne effect

suggests that assignees would be motivated by engagement; they would feel cared for and valued by

receiving important tasks; therefore it adds value on the home firms and consequently assignees would

be more likely to come home and remain with the home firm.

Updating

This section will address an issue identified during our primary research, where we identified that there

is a serious lack of connection to the home organization. This 'Updating' area allows the employee to

see relevant updates in regards to four different areas: National News, Firm News, Line News and Skills

News. Each sector will receive information from different sources as shown in Figure 1.0. By sharing

personalized information to the international assignee, there will be a connection created between the

assignee and the home company. By being constantly fed information, when an assignee returns back

home, there is an understanding of what is happening within the home firm and therefore the individual

will feel familiar with the home firm and consequently will be able to settle into the home firm more

comfortably.

Support The 'Support' area will allow employees to ask questions directed at management in regards to policies

and legal help to name a few. It is designed to increase assignees’ satisfaction which will increase talent

retention rate by making the assignee happier; because research shows that the lack of assignee support

in the host country could lead to resignation upon return (Eric 2010).



11 | P a g e

Figure 1.0 below demonstrates the stakeholders input of data and how the

stakeholder receives this information.

Figure 1.0 Data input into Boomerang

On the surface, Boomerang looks like it benefits only the assignee by creating a sense of importance to

the company. However, it can actually provide long-term benefits to the employer. Through creating a

plan of re-integration and helping connect the employee with the employer during the entire process,

the home organization can help retain the employee.



12 | P a g e

Market Analysis

In the market analysis we have examined indirect and direct competitors for the current gmap program;

the major direct competitor of gmap is an American company; Equus software, which may be similar to

gmap in terms of functions and service; however, the organization itself is sufficiently smaller than

Deloitte. As a result, gmap has an advantage based on Deloitte’s globally renowned reputation and

professional taxation services along with existing clients, network, alliances and business relationships.

Another competitor is ViaExpat, which allows Human Resource Management to track assignees, their

families, dependents and all associated documentation inclusive of passports, birth certificates, work

permits and Visa applications. The competition provides very similar elements to the Deloitte product as

well as providing additional features such as support during the span of the assignment; therefore we

believe it is a direct competitor in the market.

Mobility service providers; including Employee Tracker Application (ETA), Mercer, Expaticore Services

LLC and SIRVA are companies which we believe are indirect competitors because they are more service

and consultancy focused. They use a service format to provide outside help in accommodating an

assignee during an international assignment, as summarized in Appendix B: Competitors.

With the increasing demand for international business management and compliance, which is the result

of the increased global workforce volumes, the four big financial service providers all have developed

solutions regarding global mobility. These solutions are designed to meet the needs of their current

clients and use an outsourcing model for many of the services. From what we can derive, gmap is the

first in Australian market which uses automated workflow technology incorporating many elements of

the process into one platform to help Human Resource Management govern the process of long term

assignments.

Therefore, our concept, Boomerang is going to target the Niche market of talent retention. We believe

that firms will require Boomerang as they recognize the importance of assignees retention within the

near future. Deloitte has the potential to educate potential clients about the importance of retention as

well as the financial and time repercussions if the issue was to be ignored. Providing strong research to

back up claims and to also mould these examples to the company itself, making the subject more

relatable to their organization, can do this.



13 | P a g e

Revenue model

Boomerang will utilize the current gmap revenue model, which consists of three revenue streams: the

initial set-up fee, license fee that is based on the amount of current and potential assignee population

and an annual licensing fee. A pricing structure could not yet be developed because at this point in time

costs, such as sales, marketing, administration and development costs are unknown. We will be using

black sheep metaphorically as money. So for example, the set-up fee is 100 black sheep while a license

fee for 200 assignees is 200,000 black sheep. The maintenance fee will be based on a percentage of the

licensing agreement (for example 10%), for 200 assignees; in this case the cost would be 2,000 black

sheep for annual maintenance.

The licensing fee would be sold in tiers (for example: 31-50, 51-100,101-500,501-1000, 1000+). However,

our research shown in Appendix A: Assignee Population suggests that a survey conducted using 126

firms indicate that 21% of firms have an assignee population of 51 to 100 while 27 % of firms have 101

to 500 assignees. The companies with international workforces between 51 and 500 would be our target

companies, occupying the majority of the market. Organizations would pay 100 black sheep for the first

50 assignees, and then 90 black sheep for the 51st to 100th. The revenue model is based on an

exponential curve where the price reduces as the number of employees increase. For instance, if an

organization had up to 500 assignees, Deloitte may offer the possibility to waver the installation fee as

an incentive.



14 | P a g e

Go-to-Market strategy

Boomerang program is intended to be endorsed as an add-on product in collaboration with gmap. The

current gmap version 1 product is currently not compatible with the Boomerang concept software but

when in the development stages of Boomerang software, we advise to integrate the two systems

together, so that the administration stakeholders are able to use the same program to filter in and out

information. This can be done by installing new updates into version 1 and creating a gmap version 2.

This strategy to integrate may not work due to incompatible software systems, hence we have

anticipated this and suggest placing a new link into gmap, which re-directs the user to Boomerang, with

a similar interface which provides the impression of still working in the same program.

Therefore, the first step to market strategy is leveraging the current gmap product in terms of its known

name and existing and potential client base. When doing so, it is important to emphasize the benefits

and value of the two programs separately and the strategic benefit if used together. It is important to

explain how the entire process of sending and assignee overseas will become a lot simpler when using

the two Deloitte programs together for maximum value to the firm.



15 | P a g e

Business Growth Strategy & Recommendations

Since we have identified the problem, the low talent retention rate and the importance of talent, we

have been able to outline a solution which has the potential to address the problem; Boomerang. The

following are steps which we believe Deloitte should be taking in the near future before competitors

take advantage of the new market potential of talent retention software.

1. The problem of a limited focus on talent retention has been identified, the opportunity to

address the demand as well as a solution. We would integrate the Boomerang concept in the

market, pitch it to potential clients and test the concept so that we could evaluate demand

concept and gain feedback. The prototype will be then refined as per feedback from real client

needs. The same concept has already been used by gmap in using a strategic development

partner in order to refine the product. When building a business relationship it should be

considered whether the company could use any of Deloitte’s other services like gmap has done

with ANZ in an attempt to build a relationship and potentially acquire their tax consultancy

contract within the long term.

2. Once Deloitte gain potential clients, the progression would be to begin looking at costs in order

to further establish feasibility. Development costs, maintenance costs, hosting costs, sales and

marketing costs would contribute to the pricing structure and the ultimate return on investment.

Product extension:

1. Conserving international intellectual capital; our research suggests that assignees are the

intangible assets of a firm; their professional knowledge and experiences. As stated earlier,

Boomerang has an element named “Business Journal” which motivates assignees by engaging

and encouraging employees to develop and provide business insights of the host country and

feed the intelligence back to the home firm to relevant recipients. For instance a new

competitor has shown up in Japan, the assignee can notify the home organization directly.

There are limited capabilities of capturing this information and with the use of data analysis

technology, real value can be extracted from the employees’ insights and experiences.

Therefore, the Deloitte gmap team can develop this further and enrich the communication

channels that enable and encourage assignees to provide feedback on their business knowledge.



16 | P a g e

It would be very valuable to home firms because this type of

knowledge enables a firm to be innovative and grow.

2. In addition, we also recommend that a candidate assessment technology component could be

developed and placed into the next version of Boomerang as our research indicates that it has

the ability to affect the cost and efficiency of assignments. By correctly and efficiently matching

an assignments requirements with the necessary capabilities presents an opportunity to be

more fluid and proactive internationally. An assignee can be deployed faster when the selection

process becomes more efficient. Trends that we have found in candidate assessment and

selection are, young and single assignees have become the preference (Lamberhurst 2011). Case

in point, if the assignee is single, the cost to send them overseas will be lower, due to

independence and the lack of need to relocate a family. If an assignee is self selected, it seemsthe cost would be lower and he or she will be better motivated to travel internationally (Ernst &

Young 2011). Therefore, candidate assessment is very important for a firm which is planning on

long term global assignments in terms of cost, benefit as well as assignment efficiency and

outcome. By selecting the right candidate for the assignment may mean that the employee

could be outsourced from a location closer to the host business in order to reduce costs.

3. Our research also shows that the emerging markets; Brazil, Russia, China and India would be the

more frequently populated assignment destinations in the near future; however, these

countries have the potential to produce difficulties for the assignees in relation to housing,

schooling and fundamental infrastructures (Eric Anders 2010). In addition to this, the Deloitte

Emerging Market Survey 2011 suggests that developing markets are the front line for growth

and talent. Emerging markets are rapidly becoming a preferred source for HR centers of

excellence, including HR systems and workforce analytics. This being the case, Boomerang could

add a “head hunting” function which identifies talent in a host country such as India for the

home firm. This will enable the home firm to hire talents globally and it makes sure that thepotential talent is qualified and satisfies the assignment requirements.



17 | P a g e

Conclusion

In conclusion, as a result of the research conducted we have identified a problem and opportunity

within the global mobility industry, which addresses top talent retention. The research showed that the

assignee turnover rate is very high and assignees are very important to the home firms. Boomerang is a

concept our team has derived from the lack of constant connectivity between the assignee and the

home firm during long term international assignments. Boomerang focuses on an ongoing strategy

consisting of company updates, support, communication, and intelligence transfer. Boomerang will be a

modular web based platform, providing a graphical user interface that communicates with gmap.

Boomerang aids in talent retention, decreasing employee turnover, creating a communication channel

integrating the assignee into the company continually; increasing assignee satisfaction through

engagement and providing the potential of intelligence transfer. The market for talent retention is still

new; the product is very likely to be the first mover. Furthermore, the next steps for Boomerang would

be testing the market, pitching to real clients and commercializing the product. Boomerang has the

potential of further expanding on the current functionality by incorporating candidate assessment

functions.



18 | P a g e

Reference

Aon Hewitt. (2009). Trends in Global HR Shared Services. Consulting talent & organization. 15 (1), 3.

B. Sebastian, R. Maria, L. Kraimer, A. Harzing. (2011). Why do international assignees stay? Anorganizational embeddedness perspective. Journal of International Business Studies. 48 (1), 2.

Bristol Global Mobility. (2011). An HR Leadership Perspective: Linking Global Mobility and Talentshi.

Available: http://www.hrmreport.com/article/An-HR-Leadership-Perspective-Linking-Global-Mobility-

and-Talentship/. Last accessed 11th Aug 2011.

Brookfield. (2011). Global Relocation Trends 2011 Survey Report. Global Relocation Trends. 84 (1), p10-

17.

Deloitte practitioners. (2011). Emerging markets: The front line for growth and talent. Available:

http://www.deloitte.com/assets/Dcom-

UnitedStates/Local%20Assets/Documents/us_consulting_HCTrends_EmergingMarkets_060611.pdf.

Deloitte, The future of the life sciences industries: Strategies for success in 2015, 2006 [pdf] Available at:

<http://www.deloitte.com/assets/Dcom-

Global/Local%20Assets/Documents/2006FutLifScnRptFINAL.pdf> [Accessed 25 September 2011].

Dr. Karl Popp. (2011). Software Industry, Software Ecosystems and partner business models in the

software industry. Available: http://www.drkarlpopp.com/revenuemodelssoftwareindustry.html. Last

accessed 29th Sep 2011.

Eric Anders. (2010). Latest Cartus survey reveals new global relocation trends. Available:

http://reloroundtable.com/blog/moving/latest-cartus-survey-reveals-new-global-relocation-trends/.

Last accessed 21st Aug 2011

Filip Lievens；Michael M. Harris；Etienne Van Keer；Claire Bisqueret. (2003). Predicting Cross-Cultural

Training Performance: The Validity of Personality, Cognitive Ability, and Dimensions Measured by an

Assessment Center and a Behavior Description Interview.Journal of Applied Psychology.88 (3), p476 –

489.

Jesse Krijth. (2008). How to make money by giving your product away. New revenue models in the

software industry. 14 (1), p 6-9.



19 | P a g e

Lamberhurst Kent. (2011). The changing nature of expatriate

demographics. Available: http://www.relocatemagazine.com/international-assignments/international-

assignment-articles/2538-the-changing-nature-of-expatriate-demographics. Last accessed 2nd Oct 2011.

Paula C. & Ibraiz T. (2005). International Assignee Selection and Cross-Cultural Training andDevelopment. In: I. Björkman and G. Stah Handbook of Research in IHRM. London: Edward Elgar

Publishing. 3-5.

Patricia C. Pope. (2009). Going Global: Will an International Assignment Benefit Your Career?. Available:

http://diversitymbamagazine.com/going-global-will-an-international-assignment-benefit-your-career.

Last accessed 15th Aug 2011.

Pascoe. R, 2010, What is re-entry shock?,online video, accessed 15th September 2011,

http://www.youtube.com/watch?v=WFhGgUybpH4

zakshow. (2011). Global Management Tips: Managing the Global Assignment. Available:

http://www.zakshow.com/global-management-tips-managing-the-global-assignment/. Last accessed

6th Oct 2011.



20 | P a g e

Appendix A: Assignee Population



21 | P a g e

Appendix B: Competitors

Direct Competitors

viaExpat

viaExpat allows HRM to track Transferees, their families, dependents and all associated documentation

inclusive of Passports, Birth Certificates, Work Permits, Visas, etc. comparing to gmap, it is less

professional and does not provide tax, payroll and cost evaluation service. But it involves all parties

while gmap does not.

Equus software

The software is about the same as gmap; including service and functions. However, the company issmaller than Deloitte, so it has limited resource. It is a tech-based company so they might be better than

gmap in this way.

Service Providers

Employee Tracker Application (ETA): timely report on working location, enabling payroll and program

managers to collect and compile real time information for compliance

SIRVA: online consult service which helps companies to save the cost of global relocation.

Expaticore Services LLC: general business consultants, target small business, touch on global relocation

but not specialize on it.

Xchanging Global Mobility Services: focusing on global relocation service. A complete cycle. (see the final

slide).

NET EXPAT: accessing & training, coaching assignees.

AIRINC: a human resources consulting firm dedicated to facilitating global mobility.

Ernst &Young: a general consulting company including tax service and global mobility consultant.

However, it does not apply new tech to assist the service like what gmap does.

PWC: general consulting company, service inclusive of tax and global mobility.



22 | P a g e

Mercer: global leader for trusted HR and related financial advice, products

and services