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| Home | Publications and Academic Resources | Publications |  Printable Version |
Case Studies
Entrepreneurship Goes Global: ResMed's Gamble
Microsoft in the People's Republic of China—1993
The Road to Success: A Case Study in Marketing Decisions
ASIMCO: Developing Human Capital in China
Publication Date: Apr 26, 2004
Revision Date: Jun 7, 2004
Availability: In Stock
Author(s): Christopher A. Bartlett, Andrew N. McLean, Meg Wozny
Type: Case (Field)
Product Number: 9-304-051
Length: 24p
Description:
On the basis of its innovative medical device for treating sleep apnea, CEO Peter Farrell has made Australian-born ResMed a successful global company. But the company is struggling to implement a strategy to expand the device from its focused core market to a much broader market for sufferers of stroke and congestive heart failure-an approach that involves an entirely different business model to sell modified products through new channels. This challenge is exacerbated by an organization in which the key R&D and manufacturing resources are located in Australia while the major markets are in the United States and Europe. At the conclusion of the case, Farrell must decide what action to take on several fronts. Strategically, he must decide whether to continue pursuing this five-year-old market expansion initiative; organizationally, he must decide whether the locus of initiative should be moved from Australia to Germany, the most promising market for the stroke and CHF application; and managerially, he must decide how to deal with the management team that has struggled with this new initiative for so long.
Microsoft in the People's Republic of China—1993
Harvard Business School
Publication Date: Feb 13, 1995
Revision Date: Aug 2, 1995
Availability: In Stock
Author(s): Tarun Khanna
Type: Case (Field)
Product Number: 9-795-115
Length: 18p
Description:
Explores some of the economic and political tradeoffs that need to be negotiated by a firm seeking to influence industry structure. The setting is the nascent personal computer software industry in the People's Republic of China (PRC) in 1993. Microsoft has to localize its software products for use in the PRC. This localization can either be done in-house by Microsoft, or can be contracted to the local software vendors. Explores the costs and benefits of full integration and arms-length market transaction. Also discusses the "holdup" problem that arises when assets specific to a particular partnership are created. Teaching Purpose: Structuring a newly developing industry, market entry in an emerging economy, and understanding the pros and cons of integrating into a related set of activities.
The Road to Success: A Case Study in Marketing Decisions
Author: PBS Adult Learning Series
Source: http://www.pbs.org/als/course_description.htm?course_description_84.htm
Description:
Examines how Mitsubishi deals with uncontrollable variables when operating in a "foreign" market—the United States of America. Mitsubishi chose to compete, even though faced with political and legal obstacles in adapting its product to the U.S. market. Economic conditions both hindered and helped launch a network of dealerships, and the company successfully dealt with societal and cultural factors to achieve American acceptance of a new line of Japanese cars.
ASIMCO: Developing Human Capital in China
Harvard Business School
Publication Date:
Nov 28, 2002
Availability: In Stock
Author(s):
Gilbert Wong , Nailene Chou Wiest , Mary Ho
Type: Case (Field)
Product Number:
HKU236
Source: University of Hong Kong
Length:
17p
Description:
Jack Perkowski established Asian Strategic Investment Corp. (ASIMCO) in February 1994. ASIMCO became one of the largest components organizations serving the Chinese motor vehicle industry. This case shows the process of human capital development at ASIMCO. Describes ASIMCO's management restructuring efforts, its management development strategy, and its system of fast-tracking leaders through the leadership development program. Instead of transplanting Western management models onto China, ASIMCO strongly believed in creating a centralized, top-down management model that could be adapted to China's unique environment. Teaching Purpose: Studies the process of management development and the challenges for companies operating in China. Examines the benefits and challenges of localization and growing leaders internally.
Tonernow.com: A Dotcom Goes Global
Harvard Business School
Publication Date:
Dec 18, 2000
Availability: In Stock
Author(s):
Jean-Pierre Jeannet , Martha Lanning
Type: Case (Field)
Product Number:
BAB051
Source: Babson College
Length:
16p
Description:
In Spring 2000, dotcom euphoria grips the U.S. economy, and venture capital is easy to obtain. Two young founders of a brick-and-mortar company recently turned dotcom received communications from all over the world soliciting their participation in licensing agreements, partnerships, and other similar relationships. The two entrepreneurs discuss what it took to launch their web site in late 1999, including development of a large relational database that offers 3,000 products. The partners examine whether to move from their position as a small domestic player to a global one. Issues include licensing and web site localization for non-U.S. access. The toner supplies industry is a highly fragmented segment within the office supplies industry. Customers are sensitive to price and convenience, and high-quality service with quick product delivery is the key to success.
AMWAY IN CHINA (B): ADAPTING TO A CHANGING ENVIRONMENT
Tan D ; Tan J
9B04M036
Ivey Case Supplement
Teaching Note: 8B04M35, 7 page(s)
The Chinese government has placed a ban on direct marketing. With direct marketing being the primary marketing method the company uses, it must respond to the changing social and political environment. This is a supplement to Amway in China (A): A New Business Model, product 9B04M035.
Industry: Miscellaneous Retail
Issues: Legal System, Government Regulation, Marketing Channels, Corporate Culture
Setting: China, large organization, 1998
Level of Difficulty: MBA and Undergraduate
Length: 10 page(s)
Entrepreneurship Goes Global
Karra N; Phillips N
9B04TF10
Ivey Business Journal Reprint
Think of an entrepreneur, almost any entrepreneur, and you'll probably develop an image of someone doing business in your city, state or province, or country. Rarely is an entrepreneur ready to do business around the world from Day One. But as this author has discovered, entrepreneurs with particular talents and ambition are increasingly looking to sell their products around the world. No stay-at-homes, this new breed of entrepreneur are "born global."
Issues: Entrepreneurship
Length: 7 page(s)
NESTLE BREAKFAST CEREAL (A & B)
Killing JP
9A93M006
Ivey Publishing
Date Revised: 12/04/2001
Teaching Note: 8A93M06, 6 page(s)
General Mills and Nestle were meeting to discuss the possibility of cooperation between the two companies in the breakfast cereal business. Executives from General Mills were arriving in a week's time and an executive vice-president at Nestle was charged with preparing a briefing on General Mills before their arrival. The executive vice-president had recently decided that Nestle should consider taking a partner in the breakfast cereal business and had collected some information on General Mills. The joint venture was of interest to Nestle because its European breakfast cereal business had been performing poorly. General Mills was interested because it has no significant breakfast cereal business outside of the United States. However, the fundamental issue was why Nestle had not made a success of the business in Europe, and what changes the company would need to make for the business to be a success. The balance between global strategy and local operations is central to this case.
Industry: Food and Kindred Products
Issues: Decentralization, Joint Ventures, European Market
Setting: Europe, large organization, 1989
Level of Difficulty: MBA and Undergraduate
Length: 14 page(s)
NOTE ON PRODUCT DEVELOPMENT: A COMPETITIVE EDGE FOR OPERATIONS
9A95D018
Ivey Publishing
Kamauff J ; Landel RD; Sedlazek W
Date Revised: 04/27/2001
This note reviews the importance of time-to-market, robust quality and cost as opportunities for operations to contribute to successful product development activities. Subsequently, the note addresses the role that operations can play in creating a sustainable product development competitive advantage by integrating effectively into the development process and by managing the global supply base. It is designed to complement discussions on integrated product development and concurrent engineering, and introduces the concept of concurrent procurement.
Issues: Project Design/Development, Operations Management, Management of Technology, Supplier Relations
Level of Difficulty: MBA and Undergraduate
Length: 28 page(s)
PROCTER & GAMBLE IN EASTERN EUROPE (A)
9A97H001
Ivey Publishing
Gandz J ; Conklin DW ; Smith M; Wali A
Date Revised: 10/21/2002
Teaching Note: 8A97H01, 13 page(s)
Procter & Gamble must determine an entry strategy for Eastern Europe. The case examines the former Soviet Bloc countries, the opportunity they provide for a business endeavor like Procter & Gamble, and the product choices Procter & Gamble has available to them. Students must examine the political, economic, societal, and technological (PEST) environment and determine if the newly liberalized economies of Eastern Europe provide appropriate investment opportunities for Procter & Gamble. Students must also determine the scope of the necessary investment, the time profile and the difficulties it may face. A follow-up case (9A97H002) is available.
Industry: Miscellaneous Manufacturing Industries
Issues: Globalization, Business Policy, Uncertainty
Setting: Eastern Europe, large organization, 1990
Level of Difficulty: MBA and Undergraduate
Length: 38 page(s)
PALLISER FURNITURE LTD.
Beamish PW ; Goerzen A
9A98M036
Ivey Publishing
Teaching Note: 8A98M36, 9 page(s)
Related Material: 7A98M036
Palliser is a large, successful family-owned furniture manufacturer in Manitoba, Canada, that must respond to the increasingly global nature of its business. Its current business strategy, a product of international trade liberalization, is clearly centered on exports to the U.S. However, management perceives risks and limitations to growth with their current product/market position and must decide whether and how to change. Management is faced with a foreign entry mode decision in Mexico and/or China. This case is suitable for a course on international management, international marketing, or strategic management. (A three-minute video can be purchased with this case, video 7A98M036.)
Industry: Furniture and Fixtures
Issues: International Business, Market Entry, Investment Analysis, Plant Location
Setting: Canada/USA/Mexico/China, large organization, 1997
Level of Difficulty: MBA and Undergraduate
Length: 17 page(s)
DUPONT TEFLON: CHINA BRAND STRATEGY
9A99M005
Ivey Publishing
Neupert KE
Date Revised: 03/14/2000
Teaching Note: 8A99M05, 9 page(s)
DuPont had spent six years helping licensee manufacturers to develop the domestic market for non-stick cookware. While DuPont Teflon brand coating held 80 per cent of the non-stick market, the non-stick market overall represented 2 per cent of the domestic cookware market. Moreover, the amount of money spent on developing the non-stick market exceeded the revenue that DuPont received in the Chinese market. If DuPont decided to take a different role in the market, it faced many obstacles that required significant additional investment. It appeared that the domestic market offered tremendous opportunity, but it would require new efforts, skills, distribution channels and patience. The purpose of the case is to examine the issues around leadership and product development that DuPont considered in their decision to go from licensing the manufacture of non-stick coating technology in China, to introducing a wholly owned brand of non-stick cookware.
Industry: Chemicals and Allied Products
Issues: Product Management, Global Product, Brands, Management Decisions
Setting: China, large organization, 1996
Level of Difficulty: MBA and Undergraduate
Length: 13 page(s)
BUILDING FAST NEW PRODUCT ADOPTION IN COMPLEX MARKET CHAINS: CREATING STRATEGIC LEVERAGE
9B00A028
Ivey Publishing
For technology-intensive companies the successful development of new technologies and their translation into new products represents the greatest strategic opportunity to generate differentiation and profit in competitive global markets. However, many companies have difficulty in successfully getting fast and profitable adoption of new products through complex market chains. The number and complexity of new technologies and market chains coupled with high investments and shortened life cycles forces managers to use new and better concepts and processes to select the key technologies to which scarce company resources will be committed. Strategic leverage analysis represents a new concept for managers to improve adoption rates. Conceptually, strategic leverage represents the impact of the adoption of a new product on the major strategic factors that drive the cash flows for all of the companies in market chains. This case can be used in conjunction with Creating Profit from Profit/Service Integrated Strategies, product 9B00A029.
Issues: Product Strategy, Generating Profit from New Technology, Leverage
Level of Difficulty: MBA
Length: 28 page(s)
MontGras: Export Strategy for a Chilean Winery
Harvard Business School
Publication Date:
Nov 1, 2002
Availability: In Stock
Author(s):
David J. Arnold, Howard H. Stevenson, Alexandra de Royere
Type: Color Case
Product Number: 9-503-044
Length: 30p
Description:
MontGras, a medium-size Chilean winery, has to formulate an export strategy. It has to decide whether to emphasize the U.S. or U.K. markets, which also offer different positioning and pricing proposals. It has twice failed to penetrate the U.S. market, because distributor relationships fell through, and is deciding between two new potential partners. In the United Kingdom, it is offered participation in a supermarket promotion that will boost volumes but at the expense of price maintenance. Teaching Purpose: To develop skills in market assessment and evaluation of export marketing strategies. Includes color exhibits.
Subjects Covered:
Beverages, Decision making, Exports, Food processing industry, General management, International business, International marketing, International trade, Managerial skills, Managers, Market entry, Marketing strategy, South America.
Setting:
Chile; wine; mid-size; $7 million revenues; 97 employees; 2001
P&G Japan: The SK-II Globalization Project
Harvard Business School
Publication Date:
Mar 24, 2003
Revision Date:
Mar 3, 2004
Availability: In Stock
Author(s):
Christopher A. Bartlett
Type: Case (Field)
Product Number: 9-303-003
Length: 24p
Description:
Traces changes in P&G's international strategy and structure, culminating in Organization 2005, a reorganization that places strategic emphasis on product innovation rather than geographic expansion and shifts power from local subsidiary to global business management. In the context of these changes introduced by Durk Jager, P&G's new CEO, Paolo de Cesare is transferred to Japan, where he takes over the recently turned-around beauty care business. Within the familiar Max Factor portfolio he inherits is SK-II, a fast-growing, highly profitable skin care product developed in Japan. Priced at over $100 a bottle, this is not a typical P&G product, but its successful introduction in Taiwan and Hong Kong has de Cesare thinking the brand has global potential. As the case closes, he is questioning whether he should take a proposal to the beauty care global business unit to expand into Mainland China and/or Europe. Teaching Purpose: To examine the role of MNC's global network not only as providing access to markets but as sources of innovation--and to study this in the broader context of the links between global strategy and organization.
PATAGON.COM: EXPANDING GLOBALLY AND PENETRATING LOCALLY WHILE CONSTANTLY REINVENTING ITSELF
9B01E012
Ivey Publishing
Montealegre R ; Balve A
Teaching Note: 8B01E12, 17 page(s)
Founded in 1998, Patagon.com is a pioneer in Latin American Internet-based financial services. The substantial changes in and growth of its business and operations had placed significant demands on the company's administrative, operational, technological and staffing resources. The rapid growth has strained its ability to adequately integrate the companies it is acquiring. The challenge for the management team is to integrate the confederation of country-specific organizations while maintaining the agility and responsiveness of a small firm - and at the same time, develop management systems and enterprise design that would handle the growing complexity.
Industry:
Holdings and other Investment Companies
Issues:
Entrepreneurship, E-Commerce, Strategy Development, Organizational Change
Setting:
US,Spain,Latin America, small organization, 2000
Level of Difficulty:
MBA and Undergraduate
Length:
31 page(s)
Kikkoman Corp.: Consumer Focused Innovation
Harvard Business School
Publication Date:
Jan 5, 2004
Availability: In Stock
Author(s):
Rohit Deshpande, Hal Hogan
Type: Case (Field)
Product Number: 9-504-067
Length: 35p
Description:
In May 2003, the president and CEO of Kikkoman Corp. sat in his Tokyo office weighing various options for strengthening the company's long-term growth. Kikkoman was the world's largest producer of soy sauce, largely due to its pioneering role since the 1950s as the leading promoter of the product, particularly in non-Asian markets. But times had changed. The domestic Japanese market was saturated, competition had increased, and Kikkoman needed to think of innovative ways to increase revenue. Teaching Purpose: To examine adaptation vs. standardization of international marketing strategies as well as product positioning.
Subjects Covered:
Asia, Business & government, Corporate strategy, Food, Food processing industry, General management, Global Research Group, Innovation, International business, International marketing, Japan, Manufacturing industry, Marketing strategy, Product development, Product management, Product positioning, Standardization.
Setting:
Japan, United States; Global; 4,200 employees; 2003
Pepsi Blue
Harvard Business School
Publication Date:
Mar 2, 1998
Revision Date:
Aug 11, 1998
Availability: In Stock
Author(s):
John A. Quelch
Type: Case (Library)
Product Number: 9-598-097
Length: 9p
Description:
Executives at Pepsico are considering a possible redesign of the Pepsi carbonated beverage packages worldwide to give the brand a modern, up-to-date image and "ownership" of the color blue against Coca-Cola's "ownership" of the color red. Teaching Purpose: To understand the strategy and executional challenges associated with a global packaging redesign.
Nestle Alimentana S.A. -- Infant Formula (Abridged)
Harvard Business School
Publication Date:
Apr 6, 1990
Availability: In Stock
Author(s):
James E. Austin
Type: Case (Library)
Product Number: 9-590-070
Length: 16p
Description:
The new vice president of infant and dietetic products of Nestle Alimentana S.A. has to make recommendations on the company's marketing programs for its infant formulas in developing countries. The U.S. subsidiary is currently the target of a consumer boycott because of the company's current and historical marketing programs. Introduces the question of using Western marketing techniques in the Third World, the problems of distributor control, and potential product misuse because of consumer poverty and ignorance. Provides a summary of the industry's evolution and a chronology of the controversy. Recommended: "Family Planning, Infant Mortality and Malnutrition," by E. Haubold, Swiss Review of World Affairs, March 1979.
KELLOGG'S INDIAN EXPERIENCE
http://www.icmr.icfai.org/casestudies/catalogue/Marketing/MKTG017.htm
Abstract
The case, ‘Kellogg’s Indian Experience’ analyzes the causes that led to the failure of the Kellogg breakfast cereal brand in the Indian market. The case examines the measures the company adopted on the marketing front to rectify its mistakes and at the efficacy of these measures.
Issues
Enable students to see how mistakes on the pricing, positioning and distribution fronts led to Kellogg’s poor performance in the initial stages
Keywords: Kellogg’s Indian Experience, Kellogg, breakfast, cereal brand, Indian market, marketing, mistakes
Case Code: MKTG017
Pub/Rev Date: 2001
PEPSI CHALLENGE - RUSSIA 1992
Ivey Publishing
Beamish PW ; Todino H
Date Revised: 08/09/2002
Teaching Note: 8A94G01, 14 page(s)
Russia was in transition from a planned to a market economy. Pepsi had preceded Coke into the former Soviet Union and was optimistic that it could further increase its market presence. However, it required a Russian organization to implement its strategy. While Pepsi had previously run its Soviet operations from Vienna, they now needed to hire and develop Russian employees and managers. A 31 year-old human resources manager in Pepsi International, was tasked with building the Russian organization. Recently arrived in Moscow, he found an incomplete business infrastructure, language, cultural and ethical issues to contend with, fluid and uncertain regulations and few Russians with relevant business experience. His challenge was to hire a Sales manager and a Technical Engineering manager, as well as develop staffing compensation and training priorities for the new Pepsi Russian organization. The case is written to illustrate the localization challenges confronting a mid-level transition manager.
Issues: Indigenization, Employee Selection, Subsidiaries, International Business
Setting: Russia, large organization, 1992
Level of Difficulty:MBA and Undergraduate
Length: 21 page(s)
Fast Food Fables
Keywords :
localization, strategies, multinational, fast food chains, McDonald's, Domino's, KFC, India, fast food chains, Indian tastes, customized, menu, positioned, products, advertised, Indian customers, McDonald's, Domino's, KFC, multinational, local requirements
Abstract :
The case discusses the localization strategies adopted by the multinational fast food chains - McDonald's, Domino's and KFC in India. Initially, these fast food chains found it tough to cater to Indian tastes. Soon, they customized their menu, positioned their products and advertised to appeal to Indian customers. McDonald's and Domino's succeeded to a certain extent, while KFC still had a long way to go. The case is intended to enable students understand the localization strategies adopted by the multinational fast food chains. They should also be able to appreciate the factors that forced the fast food chains to understand the local market and modify their strategies to suit local requirements. The case is intended for MBA/PGDBM level students as part of their marketing topics, viz. Fundamentals of Marketing and Strategic Marketing.
Available In :
www.icmrindia.org
www.ecch.cranfield.ac.uk
Case No : MKTG004
502-028-1
Pub/Rev Date : 2002
Case Length (Pages) : 5
Toyota's Globalization Strategies
Keywords :
globalization, strategies, world, leading, automobile, majors, Toyota Motor Corporation, Toyota, evolution, Japan, automaker, formidable, 2003, rationale, Toyota, globalization, localization, Japan, intensifying competition, demand saturation, core markets, Japan, US
Abstract :
The case details the globalization strategies adopted by one of the world’s leading automobile majors, the Japan-based Toyota Motor Corporation (Toyota). It examines the company’s evolution from being Japan’s number one automaker to a formidable competitor in the global automobile market by 2003. It examines the rationale behind Toyota’s decision to concentrate on global expansion and studies the company’s various globalization programs, focusing on the localization efforts. The case also analyzes the problems faced by the company within Japan and discusses the steps taken to overcome them. Finally, it examines the results of Toyota’s globalization strategies and discusses its future prospects in the light of intensifying competition and demand saturation in its core markets, Japan and the US.
Available In :
www.icmrindia.org
www.ecch.cranfield.ac.uk
Case No : BSTR094
Pub/Rev Date : 2004
Case Length (Pages): 19
Cartoon Network - The Indian Experience
Keywords :
Growth, Cartoon Network, children’s TV, entertainment, India, brand building , Kermit, Nickelodeon, critics, future prospects.
Abstract :
The case examines the growth and evolution of Cartoon Network, the leader in the children’s TV entertainment segment in India. The localization and brand building initiatives taken by the channel are explored in detail. The case also discusses the measures taken by Cartoon Network to counter the threat posed by rival channels, Kermit and Nickelodeon. The case also discusses the various charges leveled against the channel by critics and explores its future prospects.
Available In :
www.icmrindia.org
www.ecch.cranfield.ac.uk
Case No :
BSTR035
302-152-1
Pub/Rev Date :2002
Case Length (Pages) : 9
