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Eurasia International is a wholly owned subsidiary with a mandate to operate as a
competitive third party ship manager. It provides suite of services that covers end-to-end
solution for the shipping industry. As highlighted in this case report, the key issue
confronting Eurasia International is being able to maintain the necessary HR focus while
controlling the ships cost structure, staying in tune with customer requirements and
anticipating the competition. The company mantra of success is "Being the best, not
necessarily the biggest"“; this explains the utmost importance of quality in Eurasia work
culture. Unlike other ship management companies, Eurasia believes in providing customer
centric services rather than product oriented services. Due to this attitude company is able
to offer a customized range of services to its customers. Eurasia has been able to provide
the top quality service to its customers by implementing the model of continuous
improvement, Total Quality Management. Till date, the company has proven itself as a
world leader in Ship management. It has now reached a crossroads in its development
where it may want to take certain proactive steps to retain its position in the future while
ensuring that it meets its other strategic commitments.
I have examined three criteria in an attempt to formulate a viable recommendation. The
key factors for success are cost efficiency, high quality and personalized service. While it
meets the above mentioned criteria, Eurasia also has to ensure that it has enough resources
to maintain its Strategic goal of creating value for shareholders, customers and human
resources in the rapidly evolving shipping industry.
In order to deal with the issue of whether or not Eurasia should take a step ahead of time to
prepare itself for the demand arising due to innovations in shipping business later in the
future, I have developed the following three alternative course of action:
" Maintain Status Quo: This is the simplest of all the options as it requires the company to
take no action and continue running the firm as it has in the past. In the present situation
Eurasia is very successful and is heavily dependent on its huge and geographically diverse
human resource group that is geared towards achieving the company success using the
tools of Total Quality Management. Due to the company effort on providing high
employee satisfaction by providing lucrative incentives, high quality of training and
regular salary appraisals the employee turn-over ratio is at its minimum. In addition, the
