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The war on talent: Korn/Ferry International in China

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  1. Executive summary.
  2. Global and macroeconomic trends.
  3. Regional trends in asia.
  4. Changes in industry market forces over time.
  5. Korn/Ferry business model.
  6. Korn/Ferry value chain proposition.
  7. Why has Korn/Ferry been successful?
  8. How has Korn/Ferry expanded internationally?
  9. Korn/Ferry's China executive recruitment market.
  10. Future industry and customer needs in china.
  11. The problem: Recruitment and retention challenges constraining Korn/Ferry's China growth.
  12. References.

With $452 million in global fee revenue, 474 consultants worldwide, 70 offices globally, and 4.4 million candidates in its database, Korn/Ferry has been successful due to the high quality, process and speed at which its consultants have placed candidates. In 1978, Korn/Ferry International entered the Chinese executive search market with the opening of its Hong Kong office. International expansion has been necessary to meet the needs of its global customers. While North America and Europe are the biggest executive search markets currently, China is expected to grow tremendously in the coming years. With a market potential of U$100 million, the Chinese executive search market increasingly desires Returnee candidates. In order to gain market share in China, however, Korn/Ferry faces both immediate and long-term challenges. Korn/Ferry's biggest challenge right now is recruiting Research Associates as well as employees at all other levels. With only 21 professionals, the Shanghai office has more business than it can currently keep up with.  Additionally, it has been difficult to find the right people because Korn/Ferry wants consultants with several years of HR experience. Associates need to be personal and professional, as they often interview first round executive candidates. 

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