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EXIT STRATEGIES
Globoforce is a successful provider of online employee rewards and recognition using cloud-
based technologies. Since its founding in 1999 it has received substantial investment from
venture capital firms and has experienced rapid growth as well as positive media coverage
regarding its own positive workforce culture as well as its software, designed to improve
employee motivation for its clients.
Globoforce recently planned to take an exit strategy via an initial public offering (IPO). However,
at the last minute, management changed its mind and canceled the IPO. This last-minute cold
feet by Globoforce’s management suggests a rethinking as to whether or not an IPO is the best
exit strategy.
Do you think it is the right time for Globoforce to take an exit strategy, or should it wait longer
Explain your reasoning and what kind of timeframe you propose for Globoforce’s exit strategy.
Consider its current profitability and its current competition.
2.What kind of exit strategy should Globoforce take Consider the main exit strategies such as
IPOs or a sale to a competitor. Explain the reasoning for your choice.
Question 1.Do you think it is the right time for Globoforce to take an exit strategy, or
should it wait longer? Explain your reasoning and what kind of timeframe you propose
for Globoforce’s exit strategy. Consider its current profitability and its current
competition.
Established in 1999, Globoforce is the world's driving supplier of SaaS-based representative
acknowledgment arrangements. Through its social and worldwide innovation, Globoforce
helps HR and business pioneers hoist worker engagement, build representative maintenance,
oversee organization culture, and find the force of continuous execution administration. Today,
more than 1.7 million representatives over the world are experiencing their organization values
and accomplishing crest execution through the Globoforce stage. A private enterprise,
Globoforce is co-headquartered in Southborough, Massachusetts, and Dublin, Ireland.
Globoforce®, the world's driving supplier of SaaS representative acknowledgment
arrangements, today reported the aftereffects of the 2011 Globoforce Employee Recognition
Tracker Survey*, another semi-yearly overview on the condition of worker engagement and
acknowledgment led by the Society for Human Resource Management (SHRM). With

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reactions from more than 700 HR pioneers and specialists, the review gives discriminating
understanding into the present engagement and acknowledgment practices, points of view, and
difficulties throughout today's driving organizations.
As indicated by the Globoforce Employee Recognition Tracker Survey, about all HR pioneers
overviewed (99 percent) foresee representative engagement being a key test they will confront,
yet non-key engagement and acknowledgment projects keep on invading organizations.
Indeed, while 86 percent of organizations track worker engagement scores, a startling 71
percent of those same respondents track engagement levels by means of representative post-
employment surveys. This implies organizations are just finding out about engagement issues
at the time representatives wilfully leave the organization. Furthermore, just 37 percent of HR
pioneers said they attach representative acknowledgment projects to corporate qualities while
not as much as a large portion of (43 percent) perceive workers taking into account execution
identified with the association's monetary objectives. These low rates show a huge missed
chance to drive execution and oversee culture through a key acknowledgment speculation.
"The Globoforce Employee Recognition Tracker Survey furnishes HR pioneers with key
experiences into their peers' engagement and acknowledgment practices and methodologies,"
said Eric Mosley, CEO of Globoforce. "Our first overview shows organizations put
engagement at the highest point of the need rundown yet miss the mark in adjusting these
projects at the vital level. Measuring acknowledgment includes a level of responsibility for all
workers, and is at last how practices change and society is effectively overseen. It's likewise
how today's HR pioneers can pick up the tremendously required backing and venture from
senior administration for vital engagement and acknowledgment programs."
(www.reuters.com, n.d.)

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EXIT STRATEGIES Globoforce is a successful provider of online employee rewards and recognition using cloud-based technologies. Since its founding in 1999 it has received substantial investment from venture capital firms and has experienced rapid growth as well as positive media coverage regarding its own positive workforce culture as well as its software, designed to improve employee motivation for its clients. Globoforce recently planned to take an exit strategy via an initial public offering (IPO). However, at the last minute, management changed its mind and canceled the IPO. This last-minute cold feet by Globoforce’s management suggests a rethinking as to whether or not an IPO is the best exit strategy. Do you think it is the right time for Globoforce to take an exit strategy, or should it wait longer Explain your reasoning and what kind of timeframe you propose for Globoforce’s exit strategy. Consider its current profitability and its current competition. 2.What kind of exit strategy should Globoforce take Consider the main exit strategies such as IPOs or a sale to a competitor. Explain the reasoning for your choice. Question 1.Do you think it is the right time for Globoforce to take an exit strategy, or should it wait longer? Explain your reasoning and what kind of timeframe you propose for Globoforce’s exit strategy. Consider its current profitability and its current competition. Established in 1999, Globoforce is the world's driving supplier of SaaS-based ...
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