When Carlsberg, a Danish brewer, became a majority shareholder in China’s Chong Qing Beer Group in December 2013, Aron Åkesson, the company’s regional treasurer for Asia since 2006, was faced with streamlining cash management and finance operations of the new organization. Each of the group's 40 entities had significant amount of cash in their bank accounts, as is still often a habit in China, in order to "keep their bankers happy". At the same time, the group had significant debt. Åkesson's mission as the treasurer is to maintain the fine balance between providing cash for his businesses' operations and ensuring that it is being used efficiently. In order to achieve this goal in the Chong Qing Group, he set up a process of weekly cash-pooling and handed off all payment activity to a shared-services unit. Less developed countries of South-East Asia present different kinds of challenge. Economies of Myanmar or Laos, into which Carlsberg is expanding, are largely cash-based. Cash management cannot rely on electronic payments as much as in Singapore or Hong Kong. Moreover, regulations regarding cross-border transfer of funds limit the global corporation's ability to use its cash effectively, and require creative solutions.