the magazine that fast-forwards your career.
Here's how to read the magazine:
by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
websites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Real Business : Issue 1 2009
accountants, especially in a commercial environment, have the chance to become more like business advisers with a focus on both the short term and the big picture andrew warton cpa and Japan – are feeling the pain of the global fi nancial crisis as well as changes in consumer demand and new regulatory calls for lower carbon emitting and less oil-reliant vehicles. At the same time, new players in the market, particularly China and India, are expanding at breakneck speed. Exciting challenges are emerging across the globe for adaptable fi nance professionals who are capable of looking to the industry’s future while meeting the day- to-day challenges of a tighter bottom line. Many career opportunities in the automotive industry present themselves outside head offi ce and the production end. Opportunities lie in the retail arena – whether for commercial or domestic vehicles – or in spare parts and accessories, even in the increasingly carbon-conscious management of company vehicle fl eets. It is a diverse industry that calls for innovation on a 10 ADrive S FAR AS career challenges go, they don’t come any better than securing a place in a major industry undergoing radical transformation. Take the global automotive industry, for instance. The traditional centres of this industry – such as the US, Europe forsuccess fi nancial level, which is where CPAs can demonstrate their value. Michael Liu CPA, business controller for Volvo Group’s Asia Truck Operations, is part of the phenomenal automotive growth in China. China is now the third largest manufacturer behind the US and Japan, and has the world’s largest truck sales market. In such a fi ercely competitive industry, Michael’s role requires a strong global perspective. Volvo Group is involved in a joint venture with Indian manufacturer, Eicher Motors Ltd, and has also bought the loss- making Japanese truck manufacturer, Nissan Diesel. It also sells Renault and Mack trucks. However, the Volvo Group has adhered to its emphasis on green power, which adds to each vehicle’s costs and to despite economic turmoil in the global automotive industry there are some eXciting growth opportunities Michael’s considerable list of career challenges when it comes to competing in the global market. Michael cites two enormous challenges as part of his role. The fi rst is creating a multi-brand business area within Volvo Group. He says he’s working to build the communication channels between each business area and then creating a new, organised way of reporting for such a synchronised entity that complies with Swedish head offi ce requirements. He also needs to do the same with the fi nancial planning process, “harmonising it all into best practice and implementing this across all markets in our territory”. In order to put the new mechanisms in place, Michael averaged 10-hour working days over a 10-month REAL BUSINESS ISSUE 1, 2009 RICHARD WHITFIELD
Issue 2 2009
Issue 3 2008