Bell Helicopter Team 10 NATURE OF THE COMPANY

Bell Helicopter Team 10

NATURE OF THE COMPANY • The industry leader regarding vertical lift • First company to gain certification for a commercial helicopter in the world • Invented the tilt rotor aircraft, which is what allows aircrafts to fly like a helicopter • Produces commercial and military helicopters, and training through the Bell Helicopter Training Academy • Provides one of the most comprehensive and inclusive customer support program

MISSION APPLICATIONS • Corporate • Created with the purpose of helping businesses work smarter with their time and money • HEMS • • Used to save lives and transport medical patients Oil & Gas • Produced with the cargo capacity and cruising speed to support offshore oil and gas rigs • Parapublic • Air support used by law enforcement and fire departments

OPERATIONS IN INDIA • Brief history • 1956: first helicopter sold • Business Development • Various opportunities • Manufacturing • Military • Flexibility & Speed

COMPANY GROWTH IN INDIA • Opened India’s Office in 1995 with only 4% of the Market Share • Sold its first helicopter in 1956 • Took Bell Helicopter 52 years to see its first 100 Choppers in India • Growth Rate in India is 15 -17% • Bell has more than 100 of its aircrafts operating in India

OFFICE RELATIONS Facilities Manufacturing • 4 major facilities (North America) • Independent projects and purposes Business • Global business locations • Global service centers Cultural gap • Workers mentality • Work process • Paradox 6. 2

INDIAN CUSTOMS • Social vs. Business discussion • Easier adjustment because Business language is English • Businesses are run similar • Communication differences

Repatriate: Dale Springer Expatriate: Rishi Malhotra

ADVICE FROM THE EXPATRIATE • “Americans are very direct, action and results oriented. Indians tend to take the opposite approach - they talk and deliberate extensively about issues before taking any action or making a decision. ” • “Indians also tend to need micro managing. ” • “One important realization I has is that Indians consider the “journey” more important than the “outcome”. The end result is not important, how you got there is essential. ” • “Indians like to please, and they will not say “no” to someone. Per my early example of micro managing, if you give someone an assignment on Monday and then ask how it’s going on Wednesday – since culturally they won’t say “not good” or “behind schedule”, they will say “good. ””

ADVICE FROM THE REPATRIATE • “We are trying to build a long term relationship with suppliers in India. We are doing this to create market access. ” • “. . the use of words in contracts and business the Indians are rather old English in nature in their wording. ” • “They are process bureaucracy driven you have to know who to contact to get things done. Bureaucracy tends to equate to politics it is not necessarily logical who you talk to but you have to follow the process to get your task done. Sometimes have to meet with local, provenance, and national authorities to complete task. ”

IMPORTANCE OF EXPATRIATE AND REPATRIATE KNOWLEDGE • Acting on the knowledge of their expatriates and repatriates is extremely important to the company’s success • Sharing the knowledge they have gained from working overseas can help improve their business relationships • Employees working in the United States are welcomed to ask questions and take advantage of the knowledge of the repatriates and expatriates