CASE STUDY 3.2 Jobs International (India) Ltd Background Jobs International (India) Ltd is based in New Delhi and is a subsidiary of Jobs International (UK) Ltd. It is a family-owned company whose managing director and major shareholder is David Jacobs. He established the company in India in 1998 to provide advice to Indian nationals wanting to work in the United Kingdom and for UK companies wanting to recruit staff from India. It is now one of the largest job consultancies in India and represents over 100 major UK public and private sector employers. Its Indian head office is in New Delhi, and a network of nine regional offices is spread throughout India. JI (UK) is based in London, and its workload is quite light compared with the Indian operation. When JI was set up, Mr Jacobs spent most of his time in India developing the business there. Once JI (India) was firmly established, he moved back to run the London office. In 2005, Mr Jacobs became concerned that Jl's fortunes were based too much on the success of the Indian operation and began to look for opportunities to expand the London office. He came to the following conclusions: 1. The expansion of the European Union into Eastern Europe and concomitant changes to UK immigration rules could lead to a reduced demand for Indian nationals by UK organisations. 2. There was a growing demand by UK organisations, including Jr's main customers, for Eastern European workers and a reciprocal demand by them for UK jobs. 3. Though the UK market for Indian nationals might decline, the same did not appear to be the case in Australia and North America. After much discussion with his parents, who were the other shareholders, Mr Jacobs decided upon a two-pronged expansion programme: JI would open offices in Eastern Europe, the first one being in Poland. These would operate on a similar basis to the Indian operation. Over the next three years, the London office would concentrate most of its time on building this business. The activities of JI (India) would be expanded and refocused on North America and Australia. This would involve recruiting an Australian and a North American to lead the two new activities in India. Both would be responsible to the Indian managing director, who would still have overall control. Mr Jacobs had little doubt that he could make the Eastern European operation a succes However, he was more concerned with the changes to the Indian operation. He had established the business in India and had worked there full time for the first three years . CASE STUDY 3.2 Jobs International (India) Ltd Background Jobs International (India) Ltd is based in New Delhi and is a subsidiary of Jobs International (UK) Ltd. It is a family-owned company whose managing director and major shareholder is David Jacobs. He established the company in India in 1998 to provide advice to Indian nationals wanting to work in the United Kingdom and for UK companies wanting to recruit staff from India. It is now one of the largest job consultancies in India and represents over 100 major UK public and private sector employers. Its Indian head office is in New Delhi, and a network of nine regional offices is spread throughout India. JI (UK) is based in London, and its workload is quite light compared with the Indian operation. When JI was set up, Mr Jacobs spent most of his time in India developing the business there. Once JI (India) was firmly established, he moved back to run the London office. In 2005, Mr Jacobs became concerned that Jl's fortunes were based too much on the success of the Indian operation and began to look for opportunities to expand the London office. He came to the following conclusions: 1. The expansion of the European Union into Eastern Europe and concomitant changes to UK immigration rules could lead to a reduced demand for Indian nationals by UK organisations. 2. There was a growing demand by UK organisations, including Jr's main customers, for Eastern European workers and a reciprocal demand by them for UK jobs. 3. Though the UK market for Indian nationals might decline, the same did not appear to be the case in Australia and North America. After much discussion with his parents, who were the other shareholders, Mr Jacobs decided upon a two-pronged expansion programme: JI would open offices in Eastern Europe, the first one being in Poland. These would operate on a similar basis to the Indian operation. Over the next three years, the London office would concentrate most of its time on building this business. The activities of JI (India) would be expanded and refocused on North America and Australia. This would involve recruiting an Australian and a North American to lead the two new activities in India. Both would be responsible to the Indian managing director, who would still have overall control. Mr Jacobs had little doubt that he could make the Eastern European operation a succes However, he was more concerned with the changes to the Indian operation. He had established the business in India and had worked there full time for the first three years