| Chapter and Title |
Chapter Matches: Case Information |
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Chapter 1:
Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage
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AUSTRALIAN MINERS AND THE RESOURCE SUPER PROFIT TAXAndrew Karl Delios, Donna Jimenez, Clarissa TurnerProduct Number: 9B12M042Publication Date: 5/9/2012Revision Date: 5/9/2012Length: 16 pagesThis case presents a means by which students can explore how government policy is influenced by the actions of stakeholders in an economy: firms, taxpayers, voters, unions, and other organizations. It highlights how policy-making can be a process endogenous to the interests and influence of the private sector, and not an exogenous one, even in domains that are the power reserve of public policy makers.
In 2010, the ruling party in Australia has devised a new tax, the Resource Super Profit Tax (RSPT). This tax has been devised to enable national and state governments to benefit from the boom in the mining industry by expropriating a greater portion of the industry’s earnings. The RSPT has been prepared without any input from major mining companies in Australia, and if implemented would represent a substantial increase in their tax payable. The case is presented from the perspective of the CEO of BHP Billiton, one of the largest mining companies in Australia. The situation considers what, if any, action can be taken to combat a tax that has already been devised by the government and is about to be implemented. Successful analysis of the case involves an evaluation of all stakeholders in the Australian economy that will be influenced by the imposition of the RSPT. After this is done, a strategy needs to be devised that will influence the government to withdraw a tax to which it has already demonstrated a firm commitment.Teaching Note: 8B12M042 (11 pages)Industry: Mining, Quarrying, and Oil and Gas ExtractionIssues: Non-market Strategy; Public Sector; Business Policy; Public Relations; Mining; Tax; AustraliaDifficulty: 5 - MBA/Postgraduate
TOYOTA: ACCELERATOR PEDAL RECALL (A)Jana Seijts, Paul BigusProduct Number: 9B11M077Publication Date: 8/29/2011Revision Date: 12/8/2011Length: 3 pagesIn January 2010, global automotive manufacturer Toyota faced the task of notifying customers of a recall that involved a faulty accelerator pedal on 1.7 million vehicles. Toyota had already come under intense public scrutiny the previous year over a floor mat recall that affected 4.2 million vehicles. In an attempt to reach the masses for the current recall, Toyota created a letter to customers that was featured in major newspapers and on its website. The letter caused outrage as Toyota did not apologize to consumers. Instead, it talked about the company’s 50-year heritage and how Toyota was halting production to focus on fixing the vehicles that were on the road. The president of Toyota Motor Sales, U.S.A. Inc. needed to identify the problems with the letter before drafting a new one.Teaching Note: 8B11M077 (8 pages)Industry: ManufacturingIssues: Crisis Management; Communications; Customer Relations; Letter Writing; Automotive; Japan; United StatesDifficulty: 4 - Undergraduate/MBA
STRATEGIC LEADERSHIP AT COCA-COLA: THE REAL THINGW. Glenn Rowe, Suhaib RiazProduct Number: 9B08M040Publication Date: 11/4/2008Length: 15 pagesMuhtar Kent had just been promoted to the CEO position in Coca-Cola. He was reflecting upon the past leadership of the company, in particular the success that Coca-Cola enjoyed during Robert Goizueta's leadership. The CEOs that had followed Goizueta were not able to have as positive an impact on the stock value. When his promotion was announced, Kent mentioned that he did not have immediate plans to change any management roles but that some fine-tuning might be necessary.Teaching Note: 8B08M40 (8 pages)Industry: ManufacturingIssues: Performance Evaluation; Management Style; Leadership; Corporate StrategyDifficulty: 4 - Undergraduate/MBA
DELL INC. IN 2009Stewart Thornhill, Ken MarkProduct Number: 9B08M093Publication Date: 1/20/2009Revision Date: 5/3/2017Length: 18 pagesThe Dell story is well-known in the business world: a young Michael Dell, while attending the University of Texas in Austin, founds a computer sales company that eventually revolutionizes the industry. The case puts students in the position of a senior executive at Dell who is preparing for an investor relations meeting. As the senior executive reviews information on his company, he wonders how best to convey to skeptical investors that Dell's strategy will return the company to growth. In examining the Dell story, students learn about how Dell built up a set of competitive advantages that seemed unassailable until the early 2000s. The second part of the case illustrates the impermanence of competitive advantages - it describes how Dell is attempting to remake itself after falling behind its competitors.Teaching Note: 8B08M93 (5 pages)Industry: ManufacturingIssues: Strategy Development; Strategic Change; Globalization; Strategic BalanceDifficulty: 4 - Undergraduate/MBA
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Chapter 2:
External Analysis: The Identification of Opportunities and Threats
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THE ASCENDANCE OF AIRASIA: BUILDING A SUCCESSFUL BUDGET AIRLINE IN ASIAThomas Lawton, Jonathan DohProduct Number: 9B08M054Publication Date: 10/31/2008Revision Date: 7/21/2010Length: 16 pagesIn September 2001, Tony Fernandes left his job as vice president and head of Warner Music's Southeast Asian operations. He reportedly cashed in his stock options, took out a mortgage on his house, and lined up investors to take control of AirAsia, a struggling Malaysian airline. Three days later, terrorists destroyed the World Trade Center. Despite the negative aftermath of the 9-11 attacks, by 2003, AirAsia had demonstrated that the low-fare model epitomized by Southwest and JetBlue in the United States, and by Ryanair and easyJet in Europe, had great potential in the Asian marketplace. Now, Fernandes had to make plans to ensure that AirAsia maintained its momentum while considering the influx of new entrants into the low-fare segment of the airline industry in Asia.Teaching Note: 8B08M54 (8 pages)Industry: Transportation and WarehousingIssues: International Business; Competitive Strategy; Strategic Positioning; Entrepreneurial Business GrowthDifficulty: 4 - Undergraduate/MBA
MICHELIN IN THE LAND OF THE MAHARAJAHS (A): NOTE ON THE TIRE INDUSTRY IN INDIAPierre-Xavier MeschiProduct Number: 9B07M030Publication Date: 4/2/2007Length: 20 pagesAs opposed to other emerging countries, the tire market in India was almost exclusively dominated by local players: 90 per cent of all tires on the Indian market were made and sold by local Indian companies. It is important to note that the big names of the world tire industry - Michelin, Bridgestone, Goodyear and Continental - were hardly visible in India. Michelin was absent from the Indian tire market and it is very surprising that the world leader of the tire industry had neither a production facility nor a distribution network in India. Why such an absence? Why did Michelin have so little presence in Asian emerging countries and especially in India? This case presents the main features of the tire industry in India. The case allows students to carry out a comprehensive strategic evaluation of the industry's attractiveness as well as an in-depth analysis of the structure of competition. Students will also conduct performance analysis for each company.Teaching Note: 8B07M30 (4 pages)Industry: ManufacturingIssues: Industry Analysis; International StrategyDifficulty: 4 - Undergraduate/MBA
LOBLAW COMPANIES LIMITEDCharlene Zietsma, Ramasastry ChandrasekharProduct Number: 9B04M082Publication Date: 1/28/2005Revision Date: 9/21/2011Length: 20 pagesThe president of Loblaw Companies Limited must decide what to do in response to the rumoured introduction of Wal-Mart's SuperCenters (combining grocery and non-food items) in Canada. The potential launch of SuperCenters in Canada was seen by observers as a threat to Loblaw, the market leader in Canadian grocery. Wal-Mart is a vigorous competitor, and the Every Day Low Prices strategy of Wal-Mart's SuperCenters could wean away traffic from Loblaw's various banners.Teaching Note: 8B04M82 (8 pages)Industry: Retail TradeIssues: Food and Drug; Industry Analysis; CompetitionDifficulty: 4 - Undergraduate/MBA
NOTE ON THE CUBAN CIGAR INDUSTRYPaul W. Beamish, Akash KapoorProduct Number: 9B03M001Publication Date: 2/27/2003Revision Date: 10/21/2009Length: 20 pagesThe cigar industry in Cuba has a mythical aura and renown that give it unparalleled recognition worldwide. The relationship between Cuba and the United States makes the situation in this industry particularly intriguing. Cuban cigars cannot currently be sold in the United States, even though it is the largest premium cigar market in the world. This note provides an opportunity for a structured analysis using Porter's five forces model and to consider several scenarios including the possible lifting of the U.S. embargo and the relaxation of Cuba's land ownership laws.Teaching Note: 8B03M01 (19 pages)Industry: ManufacturingIssues: Government and Business; Internationalization; International Business; Industry AnalysisDifficulty: 4 - Undergraduate/MBA
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Chapter 3:
Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability
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HARLEQUIN ENTERPRISES LTD.: THE MIRA DECISION (CONDENSED)Rod E. White, Mary M. Crossan, Will Mitchell, Ken MarkProduct Number: 9B05M037Publication Date: 6/14/2005Revision Date: 10/1/2009Length: 13 pagesHarlequin Enterprises is a well-known publisher of series romantic fiction. The company is facing threats to its leading position as the world's largest romance publisher. While Harlequin was the dominant and very profitable producer of series of romance novels, research indicated that many customers were reading as many single-title romance and women's fiction as series romances. Facing a steady loss of share, Harlequin convened a task force to study the possibility of re-launching a single title women's fiction program. Students must analyze the organization's capabilities and resources as it considers the launch of this new business line.Teaching Note: 8B03M07 (16 pages)Industry: ManufacturingIssues: Strategy Development; Product Design/DevelopmentDifficulty: 4 - Undergraduate/MBA
MCDONALD'S AND THE MCCAFE COFFEE INITIATIVEPratima Bansal, Lindsay SgroProduct Number: 9B04M008Publication Date: 1/15/2004Revision Date: 10/9/2009Length: 9 pagesWhile McDonald's breakfast and snack sales have been increasing, they have not kept pace with industry growth. The primary barrier to this sales growth in the Canadian market, according to a franchise owner, is the quality of the coffee. McDonald's in Canada has been attempting to build its coffee brand equity for many years. They had switched to the Higgins and Burke coffee but had little success changing customers' negative perceptions. To truly change customer perceptions, McDonald's needed to revolutionize their coffee program. McCafe was introduced in response to this coffee issue. McCafe was full service coffee bar, located in a McDonald's restaurant as an extension to the front counter or located as a stand-alone restaurant. Over 300 McCafes existed worldwide. While McDonald's would like to get a piece of the lucrative coffee market, McCafe's main objective was to eliminate coffee as a barrier to breakfast and snack sales. The question for one franchise owner is whether McCafe's strong initial sales can be sustained.Teaching Note: 8B04M08 (9 pages)Industry: ManufacturingIssues: Diversification; Corporate Strategy; Strategy Development; Strategy and ResourcesDifficulty: 4 - Undergraduate/MBA
STARBUCKSMary M. Crossan, Ariff KachraProduct Number: 9A98M006Publication Date: 5/14/1998Revision Date: 5/10/2017Length: 23 pagesStarbucks is faced with the issue of how it should leverage its core competencies against various opportunities for growth, including introducing its coffee in McDonald’s, pursuing further expansion of its retail operations, and leveraging the brand into other product areas. The case is written so that students need to first identify where Starbucks competencies lie along the value chain, and assess how well those competencies can be leveraged across the various alternatives. It also provides an opportunity for students to assess what is driving growth in this company. Starbucks has a tremendous appetite for cash since all its stores are corporate, and investors are betting that it will be able to continue its phenomenal growth, so it needs to walk a fine line between leveraging its brand to achieve growth while not eroding it in the process. This is an exciting case that quickly captures the attention of students.Teaching Note: 8A98M06 (13 pages)Industry: Accommodation & Food ServicesIssues: competitiveness; industry analysis; growth strategy; core competence; coffeeDifficulty: 4 - Undergraduate/MBA
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Chapter 4:
Building Competitive Advantage Through Functional-Level Strategy
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ECCO A/S - GLOBAL VALUE CHAIN MANAGEMENTBo Bernhard Nielsen, Torben Pedersen, Jacob PyndtProduct Number: 9B08M014Publication Date: 5/29/2008Revision Date: 5/10/2017Length: 21 pagesECCO A/S (ECCO) had been very successful in the footwear industry by focusing on production technology and assuring quality by maintaining full control of the entire value chain from cow to shoe. As ECCO grew and faced increased international competition, various value chain activities, primarily production and tanning, were offshored to low-cost countries. The fully integrated value chain tied up significant capital and management attention in tanneries and production facilities, which could have been used to strengthen the branding and marketing of ECCO's shoes. Moreover, an increasingly complex and dispersed global value chain configuration posed organizational and managerial challenges regarding coordination, communication and logistics. This case examines the financial, organizational and managerial challenges of maintaining a highly integrated global value chain and asks students to determine the appropriateness of this set-up in the context of an increasingly market-oriented industry. It is suitable for use in both undergraduate and graduate courses in international corporate strategy, international management, international marketing, supply-chain management, cross-border strategic management and international business studies in general.Teaching Note: 8B08M14 (15 pages)Industry: ManufacturingIssues: Marketing Management; Operations Management; Global Strategy; Vertical Integration; Value Chain; Competitor AnalysisDifficulty: 4 - Undergraduate/MBA
RESEARCH IN MOTION: MANAGING EXPLOSIVE GROWTHRod E. White, Paul W. Beamish, Daina MazutisProduct Number: 9B08M046Publication Date: 5/15/2008Revision Date: 5/24/2017Length: 19 pagesResearch in Motion (RIM) is a high technology firm that is experiencing explosive sales growth. David Yach, chief technology officer for software at RIM, has received notice of an impending meeting with the co-chief executive officer regarding his research and development (R&D) expenditures. Although RIM, makers of the very popular BlackBerry, spent almost $360 million in R&D in 2007, this number was low compared to its largest competitors, both in absolute numbers and as a percentage of sales (e.g. Nokia spent $8.2 billion on R&D). This is problematic as it foreshadows the question of whether or not RIM is well positioned to continue to meet expectations, deliver award-winning products and services and maintain its lead in the smartphone market. Furthermore, in the very dynamic mobile telecommunications industry, investment analysts often look to a firm's commitment to R&D as a signal that product sales growth will be sustainable. Just to maintain the status quo, Yach will have to hire 1,400 software engineers in 2008 and is considering a number of alternative paths to managing the expansion. The options include: (1) doing what they are doing now, only more of it, (2) building on their existing and satellite R&D locations, (3) growing through acquisition or (4) going global.Teaching Note: 8B08M46 (19 pages)Industry: ManufacturingIssues: Telecommunication Technology; Change Management; Globalization; Staffing; Growth StrategyDifficulty: 4 - Undergraduate/MBA
SAMSUNG ELECTRONICS (A): ENTERING INDIASumit Chakraborty, Sushil K. Sharma, Sougata RayProduct Number: 9B06M034Publication Date: 3/11/2008Revision Date: 9/21/2009Length: 21 pagesSamsung Electronics (Samsung) managing director had presented the new management philosophy for achieving leadership in a global market. The three-part strategy would prioritize quality, globalization, and multifaceted integration, in that order. After a restructuring effort, Samsung had emerged as a leader in the global electronics industry. Now, considering the new management philosophy and several other factors, the managing director faced the decision of whether Samsung should enter the Indian market.Teaching Note: 8B06M34 (7 pages)Industry: ManufacturingIssues: Foreign Entry Strategy; International Business Operations; Global StrategyDifficulty: 5 - MBA/Postgraduate
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Chapter 5:
Building Competitive Advantage Through Business-Level Strategy
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IMAX: LARGER THAN LIFEAnil NairProduct Number: 9B09M019Publication Date: 5/22/2009Revision Date: 5/4/2017Length: 18 pagesIMAX was involved in several aspects of the large-format film business: production, distribution, theatre operations, system development and leasing. The case illustrates IMAX's use of its unique capabilities to pursue a focused differentiation strategy. IMAX was initially focused on large format films that were educational yet entertaining, and the theatres were located in institutions such as museums, aquariums and national parks. However, IMAX found that its growth and profitability were constrained by its niche strategy. In response, IMAX sought to grow by expanding into multiplexes. Additionally, IMAX expanded its film portfolio by converting Hollywood movies, such as Harry Potter and Superman, into the large film format. This shift in strategy was supported by the development of two technological capabilities - DMR for conversion of standard 35 mm film into large format, and DMX to convert standard multiplexes to IMAX systems. The shift in strategy was partially successful, but carried the risk of IMAX losing its unique reputation.Teaching Note: 8B09M19 (11 pages)Industry: Arts, Entertainment, Sports and RecreationIssues: Business Policy; Strategic Positioning; Industry Analysis; Corporate StrategyDifficulty: 4 - Undergraduate/MBA
TROUBLE BREWS AT STARBUCKSLauranne Buchanan, Carolyn J. SimmonsProduct Number: 9B09A002Publication Date: 2/9/2009Revision Date: 5/3/2017Length: 14 pagesAfter going public in 1992, Starbucks' strong balance sheet and double-digit growth made it a hot growth stock. The Starbucks vision was coffee culture as community, the Third Place between work and home, where friends shared the experience and exotic language of gourmet coffee. Its growth was fueled by rapid expansion in the number of stores both in the United States and in foreign markets, the addition of drive-through service, its own music label that promoted and sold CDs in stores and other add-on sales, including pastries and sandwiches. In an amazingly short time, Starbucks became a wildly successful global brand. But in 2007, Starbucks' performance slipped; the company reported its first-ever decline in customer visits to U.S. stores, which led to a 50 per cent drop in its share price. In January 2008, the board ousted CEO Jim Donald and brought back Howard Schultz - Starbucks' visionary leader and CEO from 1987 to 2000 and current chairman and chief global strategist - to re-take the helm. Starbucks' growth strategies have been widely reported and analyzed, but rarely with an eye to their impact on the brand. This case offers a compelling example of how non-brand managerial decisions - such as store locations, licensing arrangements and drive-through service - can make sense on financial criteria at one point in time, yet erode brand positioning and equity in the longer term. Examining the growth decisions made in the United States provides a rich context in which to examine both the promise and drawback of further foreign expansion.Teaching Note: 8B09A02 (15 pages)Industry: Accommodation & Food ServicesIssues: Branding; Retailing; Product Design/Development; Growth StrategyDifficulty: 4 - Undergraduate/MBA
MARKET STRETCHGavin Price, Margaret SutherlandProduct Number: 9B09M046Publication Date: 6/25/2009Length: 11 pagesBio-Oil is a multi-purpose skin care product that has gone from being sold only in South Africa to being the No. 1 scar treatment product in 16 of the 17 countries in which it is distributed. Retail sales have jumped from R3 million per annum to R1 billion from 2000 to 2008. Justin and David Letschert made key decisions to eliminate all of the other 119 products that were being manufactured by the company that they took over in 2000, and focused on the mainstay product of Bio-Oil. Union-Swiss accomplished its successful sales through the use of a hybrid distribution model that compelled its distributors in each country to communicate and share knowledge with each other. Union-Swiss also ensured that it remained focused on building the brand through limiting its activities in the value chain to that of marketing. It did this to such an extent that it created a separate entity to run the distribution of Bio-Oil in South Africa.Teaching Note: 8B09M46 (8 pages)Industry: Wholesale TradeIssues: Market Entry; International Business; Supply Chain Management; Strategic Positioning; GIBSDifficulty: 5 - MBA/Postgraduate
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Chapter 6:
Business Level Strategy and the Industry Environment
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CHINESE FIREWORKS INDUSTRYPaul W. BeamishProduct Number: 9B11M006Publication Date: 1/11/2011Revision Date: 5/4/2017Length: 13 pagesThe Chinese fireworks industry thrived after China adopted the open-door policy in the late 1970s, and grew to make up 90 per cent of the world’s fireworks export sales. However, starting in the mid-1990s, safety concerns led governments both in China and abroad to set up stricter regulations. At the same time, there was rapid growth in the number of small family-run fireworks workshops, whose relentless price-cutting drove down profit margins. Students are asked to undertake an industry analysis, estimate the industry attractiveness, and propose possible ways to improve the industry attractiveness from an individual investor’s point of view. Jerry Yu is an American-born Chinese in New York who has been invited to buy a fireworks factory in Liuyang, Hunan.Teaching Note: 8B11M006 (16 pages)Industry: ManufacturingIssues: Market Analysis; Industry Analysis; International Marketing; Exports; ChinaDifficulty: 4 - Undergraduate/MBA
PARADISE VACATIONSMark B. Vandenbosch, Jonathan MichelProduct Number: 9B08A009Publication Date: 6/26/2009Revision Date: 4/5/2019Length: 10 pagesIn February 2008, the president of Vacances Paradis Inc. (Paradise) was assessing his options for the company's competitive strategy for the future. Paradise was Quebec's market leader in the tour operating industry but was facing a significant challenge: FunTours Holidays (FunTours) had stolen a sizeable portion of Ontario's market share in only two years and was planning on conquering the Quebec market for the 2008/09 winter season. FunTours' aggressive strategy was to provide large capacity at low prices, thus creating a price war and decreased margins. The president had to consider how to meet FunTours' threat in the face of several challenges: the tour industry was fundamentally changing as a result of shifting from traditional travel agents towards Internet distribution; limited differentiation in product offering forced competing on price; and a growing customer base as more people could afford travel. Price had emerged as the dominant criteria for travelers and a huge consideration for tour operators. The president wondered which strategy would be best for the company's short- and long-term viability.Teaching Note: 8B08A09 (7 pages)Industry: Arts, Entertainment, Sports and RecreationIssues: Strategy; CompetitionDifficulty: 4 - Undergraduate/MBA
SWATCH AND THE GLOBAL WATCH INDUSTRYAllen Morrison, Cyril BouquetProduct Number: 9A99M023Publication Date: 5/9/2000Revision Date: 5/23/2017Length: 22 pagesThe efforts of Swatch to reposition itself in the increasingly competitive global watch industry are reviewed in this case. Extensive information on the history and structure of the global watch industry is provided and the shrinking time horizons decision makers face in formulating strategy and in responding to changes in the industry are highlighted. In particular, the case discusses how technology and globalization have changed industry dynamics and have caused companies to reassess their sources of competitive advantage. Like other companies, Swatch faces the difficult task of deciding whether to emphasize product breadth, or focus on a few key global brands. It also must decide whether to shift manufacturing away from Switzerland to lower cost countries like India.Teaching Note: 8A99M23 (10 pages)Industry: ManufacturingIssues: International Business; Industry Analysis; Competing with Multinationals; GlobalizationDifficulty: 5 - MBA/Postgraduate
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Chapter 7:
Strategy and Technology
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NETFLIX IN CANADA: ENTERING THE FRAYNeil Bendle, Ken MarkProduct Number: 9B11A020Publication Date: 8/22/2011Revision Date: 9/26/2012Length: 14 pagesNetflix, Inc. was a fast-growing U.S. DVD-rental and video-streaming service that had just entered the Canadian market. This case covers the period immediately following its entry into Canada with a low-price monthly subscription service through which viewers could get video content streamed to their TVs or multimedia devices. Netflix’s entry threatened to change the way video content was viewed in Canada and, as such, it had the potential to heavily impact a number of incumbents in Canada, such as Blockbuster. Netflix’s streaming-only model in Canada created a new service for customers that was not necessarily as strong as the offering in the United States; for instance, the range of titles was relatively limited. The Netflix entry also provided potential benefits for some players, such as Rogers, who could profit from increased Internet usage. This meant that the reaction from players was not immediately obvious.Teaching Note: 8B11A020 (10 pages)Industry: Arts, Entertainment, Sports and RecreationIssues: Competition; Strategy Implementation; Strategic Positioning; Competitor Analysis; Video Rental; CanadaDifficulty: 4 - Undergraduate/MBA
STRATEGIC PLANNING AT APPLE INC.Kyle Murray, Miranda R. Goode, Fabrizio Di MuroProduct Number: 9B09A026Publication Date: 1/11/2010Length: 12 pagesApple Inc. is one of the world's most successful and most recognizable companies. Over its 30 year existence, the company had seen a lot of changes in the computer industry. What would the future hold for the computer giant in a rapidly changing world? How should the company allocate resources between its more traditional offerings (computers) and its newer products (iPods, iPhones, Apple TV, etc.) in order to maintain and improve its market position. Also, how should Apple's unique retail strategy be used to support the company's product decisions, and by capitalizing on new and emerging trends thus further maintaining its competitive advantage.Teaching Note: 8B09A26 (7 pages)Industry: Administrative, Support, Waste Management and Remediation ServicesIssues: Competitive Advantage; Strategic Planning; Retailing; New ProductsDifficulty: 4 - Undergraduate/MBA
DO IT SHOW: A NEW MOBILE COMMUNICATIONS SERVICE IN KOREAYoungchan Kim, Changjo YooProduct Number: 9B08A012Publication Date: 8/28/2008Revision Date: 5/12/2010Length: 18 pagesThis case presents points of contention and issues in the brand launch of a new telecommunication service of KTF, one of Korea's mobile telecommunication companies. As the second-place player in the 2G service market, which offered voice and text-messaging services, KTF decided to be the number one player in the new 3G service market, which offered stable video communication and high-speed data transmission as well as voice and text-messaging services. To do so, KTF developed a new brand, called SHOW, and implemented various integrated marketing communication (IMC) strategies to attract customers. After only four months since its launch, KTF had successfully attracted more than one million members. Several critical points for successfully launching a new brand in the mobile telecommunication service can be determined from this case. The introduction highlights the success of KTF's new brand launch strategy. Then the mobile telecommunication service market situation in South Korea is summarized. The next section provides a brief explanation of KTF and its new brand launch strategy in the 3G service market, covering topics from the market survey for 3G service to the brand-building processes. This is followed by an examination of how KTF used marketing-integrated communication for its new SHOW 3G service brand. Finally, the competitor's reaction to KTF's successful brand launch is summarized.Teaching Note: 8B08A12 (8 pages)Industry: Information, Media & TelecommunicationsIssues: Mobile Communication Industry; Brands; New Brand Launching Strategy; Integrated Marketing Strategy; Ivey/YonseiDifficulty: 4 - Undergraduate/MBA
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Chapter 8:
Strategy in the Global Environment
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3M TAIWAN: PRODUCT INNOVATION IN THE SUBSIDIARYChristopher Williams, Emily LiawProduct Number: 9B11M101Publication Date: 11/3/2011Revision Date: 9/28/2017Length: 14 pagesOn January 17, 2005, 3M Taiwan’s function head of its health care business division found himself in a meeting with the Acne Dressing project team. In 2004, the function head had initiated a project team to exploit local market needs for 3M hydrocolloid dressing, a technology that had existed in the company for many years without any practical applications. The local project team suggested applying the material for acne treatment. The product would be known as Acne Dressing. There was no standardized solution for acne treatment in Taiwan. If developed, Acne Dressing would be a brand new product in the local market.
The biggest challenge would be how to change local consumer behaviours on new acne treatment products. In addition, since there were no similar products in the market, the project team only had limited information and potential sales and volumes were uncertain. If the local development was launched, Acne Dressing would be 3M’s first product application of hydrocolloid dressing technology. With little previous experience in product development and no similar products existing in the market, the function head had to decide fast whether to proceed with this new product development. If so, what options did the local project team have? What kind of resources and support should the local health care business segment seek from headquarters for the product development? Should the local project team collaborate with other subsidiaries?Teaching Note: 8B11M101 (10 pages)Industry: ManufacturingIssues: Risky Innovations; Project Management; Project Development, Health Care; TaiwanDifficulty: 4 - Undergraduate/MBA
THE CHALLENGES OF INTERNATIONAL ENTREPRENEURSHIP AT EXPATICA.COMChristopher Williams, Judith vanHerwaardenProduct Number: 9B11M085Publication Date: 9/23/2011Revision Date: 5/25/2017Length: 11 pagesIn April 2011, the management team at Expatica Communications B.V. was reviewing the progress of the company and the opportunities for future growth. The management team had to take stock: the external environment was rapidly changing, and threats from competitors were on the rise. Expatica had been founded 11 years earlier to provide English-language information and news to the expatriate community in Europe, delivering its services primarily over the Internet. One of the central issues Expatica faced was how to make its core business model effective across multiple markets. Recent launches of the online platform in new countries were not as successful as hoped and the performance of traditional “bricks and mortar” offerings was also mixed. The company had made tremendous progress over the years but needed to re-evaluate its position and decide which new opportunities for growth, if any, should be pursued.Teaching Note: 8B11M085 (8 pages)Industry: Information, Media & TelecommunicationsIssues: Company Expansion; Product Development; E-Business; Expatriate Community; the Netherlands Difficulty: 4 - Undergraduate/MBA
CIBC MELLON: MANAGING A CROSS-BORDER JOINT VENTUREPaul W. Beamish, Michael SartorProduct Number: 9B10M091Publication Date: 11/5/2010Revision Date: 5/24/2012Length: 15 pagesDuring his 10-year tenure, the president and CEO of CIBC Mellon had presided over the dramatic growth of the jointly owned, Toronto-based asset servicing business of CIBC and The Bank of New York Mellon Corporation (BNY Mellon). In mid-September 2008, the CEO was witnessing the onset of the worst financial crisis since the Great Depression. The impending collapse of several major firms threatened to impact all players in the financial services industry worldwide. Although joint ventures (JVs) were uncommon in the financial sector, the CEO believed that the CIBC Mellon JV was uniquely positioned to withstand the fallout associated with the financial crisis. Two pressing issues faced the JV’s executive management team. First, it needed to discuss how to best manage any risks confronting the JV as a consequence of the financial crisis. How could the policies and practices developed during the past decade be leveraged to sustain the JV through the broader financial crisis? Second, it needed to continue discussions regarding options for refining CIBC Mellon’s strategic focus, so that the JV could emerge from the financial meltdown on even stronger footing.Teaching Note: 8B10M91 (15 pages)Industry: Finance and InsuranceIssues: Financial Crisis; Joint Ventures; Leadership; Alliance Management; Managing Multiple Stakeholders; Canada; United StatesDifficulty: 4 - Undergraduate/MBA
TAVAZO CO.Paul W. Beamish, Majid Eghbali-ZarchProduct Number: 9B10M093Publication Date: 11/12/2010Revision Date: 9/21/2011Length: 13 pagesIn June 2010, Naser Tavazo, one of the three owner/manager brothers of both Tavazo Iran Co. and Tavazo Canada Co., was considering the company's future expansion opportunities, including further international market entry. Candidate cities of interest were Los Angeles, Dubai and other cities with a high Iranian diaspora. Another question facing the owners was where to focus on the value chain. Should the family business use its limited resources to expand its retailer business into more international markets, or to expand their current retailer/wholesale activities within Canada and Iran?
The objectives of this case are: (A) to discuss the typical problems that small companies confront when growing internationally and the implication of being a family business in this transition; (B) to provide a vehicle for developing criteria for market selection; (C) to highlight the importance of focus in the value chain regarding horizontal vs. vertical integration.
This case can be used in international business, strategic management or family business (entrepreneurship) courses. In international business, it may be used as an internationalization case and positioned early in the course. In a strategic management course, it might be positioned in sections dealing with managerial preferences, or diversification.Teaching Note: 8B10M93 (9 pages)Industry: Agriculture, Forestry, Fishing and Hunting, ManufacturingIssues: Market Selection; Family Business; Internationalization; Imports; Exports; SMEDifficulty: 4 - Undergraduate/MBA
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Chapter 9:
Corporate Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing
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SHER-WOOD HOCKEY STICKS: GLOBAL SOURCINGPaul W. Beamish, Megan (Min) ZhangProduct Number: 9B12M003Publication Date: 2/13/2012Revision Date: 11/17/2014Length: 11 pagesIn early 2011, the senior executives of the venerable Canadian hockey stick manufacturer Sher-Wood Hockey were considering whether to move the remainder of the company’s high-end composite hockey and goalie stick production to its suppliers in China. Sher-Wood had been losing market share as retail prices continued to fall. Would outsourcing the production of the iconic, Canadian-made hockey sticks to China help Sher-Wood to boost demand significantly? Was there any other choice?Teaching Note: 8B12M003 (15 pages)Industry: ManufacturingIssues: Offshoring; Outsourcing; Insourcing; Nearshoring; R&D Interface; Labour Costs; Canada; SMEDifficulty: 4 - Undergraduate/MBA
REINVENTING THE SAN MIGUEL CORPORATION (A)Roberto Galang, Andrew Karl DeliosProduct Number: 9B09M074Publication Date: 12/8/2009Revision Date: 9/27/2012Length: 20 pagesSan Miguel Corporation is one of the oldest and largest companies in the Philippines. In its 100 year history, it has established a clear leadership position in the Philippine beer industry, as well as having made successful forays into other related and unrelated product areas. In the late 2000s, Eduardo Cojuangco, the CEO of San Miguel Corporation, which was South Asia's largest food and beverage company, found himself in a quandary. Cojuanco wanted to move San Miguel into industries that had scale and good future growth possibilities, to build leadership positions in key industries that would drive growth not just for San Miguel but also for the Philippines. At the same time, San Miguel Corporation would reverse its international expansion plans. The case involves discussion of this strategy, tracing issues of internationalization versus a domestic product focused growth in non-allied businesses in the Philippines, such as energy, mining, infrastructure and other utilities.
The case is part of the Beer Cases series: Anheuser-Busch InBev (9B11M124), Groupo Modelo (9B11M125), Tsingtao Brewery (9B11M126), San Miguel and Thai Bev (9B13M065).Teaching Note: 8B09M74 (9 pages)Industry: ManufacturingIssues: Corporate Strategy; International Strategy; Strategy; DiversificationDifficulty: 4 - Undergraduate/MBA
HAVELLS INDIA: THE SYLVANIA ACQUISITION DECISIONCharles Dhanaraj, Kavil Ramachandran, Swetha DasariProduct Number: 9B09M089Publication Date: 11/11/2009Revision Date: 12/21/2011Length: 13 pagesThis case presents the management challenges of a high-growth manufacturing company based in India that is contemplating a major international acquisition. Its decision will involve both geographic and product diversification. Students have to grapple with the trade-offs of an exciting growth opportunity that can bring the company to new heights against significant risks and challenges that such an acquisition would entail. The case also provides an excellent context for studying the evolution of international strategy in a firm, as it shows Havells growing from an entrepreneurial start-up trading company to a successful manufacturing firm and then a global company.Teaching Note: 8B09M89 (10 pages)Industry: ManufacturingIssues: International Acquisition; Mergers & Acquisitions; Growth Strategy; Diversification; India; Ivey/ISBDifficulty: 4 - Undergraduate/MBA
TPV TECHNOLOGY LIMITED: THE COMPUTER MONITOR BUSINESSStewart Thornhill, Terry WangProduct Number: 9B05M062Publication Date: 1/13/2006Revision Date: 10/3/2009Length: 20 pagesTPV Technology Limited is a worldwide computer monitor manufacturer. In this case, the general manager is reviewing the annual performance result. During the past year, sales of original equipment manufacturer monitors and self-branded monitors dominated the market but the profit margin had decreased sharply, and flat-panel TVs were becoming more popular. The general manager must determine if TPV Technology should enter the flat-panel TV market.Teaching Note: 8B05M62 (7 pages)Industry: ManufacturingIssues: China; Industry Analysis; Diversification; Competitive Advantage; Environmental AnalysisDifficulty: 4 - Undergraduate/MBA
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Chapter 10:
Corporate Level Strategy: Related an Unrelated Diversification
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SUSTAINABILITY IN THE ARAB WORLD: THE ARAMEX WAYDima Jamali, Cedric DawkinsProduct Number: 9B11M060Publication Date: 7/25/2011Revision Date: 1/5/2017Length: 16 pagesIn 1982, Fadi Ghandour founded Aramex, a leading provider of logistics and transportation solutions with headquarters in Amman, Jordan. From its early inception, Ghandour strategically included principles and practices of corporate social responsibility (CSR) and sustainability in the company’s culture in order to align business interests and competence with stakeholders’ needs. The community and environment were regarded as key stakeholders driving Aramex to act as a responsible citizen. Since its inception, Aramex had been involved in sustainability activities grouped into six primary areas: education and youth empowerment; community development; entrepreneurship; sports; environment; and emergency relief. Committed to growth and opening new offices globally, Aramex faced the challenge of preserving CSR as an integral part of its expansion strategy. In late January 2011, Ghandour and Hattar began brainstorming ways to address the need to harmonize CSR and sustainability values and practices across operations and ensure that sustainability principles were firmly institutionalized across branches and subsidiaries.Teaching Note: 8B11M060 (9 pages)Industry: Transportation and WarehousingIssues: Business and Society; Corporate Social Responsibility; Logistics and Transportation; Jordan, Middle EastDifficulty: 4 - Undergraduate/MBA
FIJI WATER AND CORPORATE SOCIAL RESPONSIBILITY - GREEN MAKEOVER OR GREENWASHING?James McMaster, Jan NowakProduct Number: 9B09A008Publication Date: 5/13/2009Revision Date: 5/10/2017Length: 21 pagesThis case analysis traces the establishment and subsequent operation of FIJI Water LLC and its bottling subsidiary, Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The case reviews the growth and market expansion of this highly successful company with the brand name FIJI Natural Artesian Water (FIJI Water). The company has grown rapidly over the past decade and a half, and now exports bottled water into many countries in the world from its production plant located in the Fiji Islands. In 2008, FIJI Water was the leading imported bottled water brand in the United States. In the context of great marketing success of the FIJI brand, particularly in the U.S. market, the case focuses on how the company has responded to a number of corporate social responsibility (CSR) issues, including measuring and reducing its carbon footprint, responsibilities to key stakeholders, and concerns of the Fiji government with regard to taxation and transfer pricing issues. The case provides a compelling illustration of how CSR challenges may jeopardize the sustainability of a clever marketing strategy.Teaching Note: 8B09A08 (11 pages)Industry: ManufacturingIssues: Environment; Corporate Responsibility; Marketing Communication; Transfer Pricing; International Marketing; Greenwashing; Green Marketing; Brand PositioningDifficulty: 4 - Undergraduate/MBA
YUNNAN BAIYAO: TRADITIONAL MEDICINE MEETS PRODUCT/MARKET DIVERSIFICATIONPaul W. Beamish, George PengProduct Number: 9B06M088Publication Date: 1/23/2007Revision Date: 9/21/2011Length: 17 pagesIn 2003, 3M initiated contact with Yunnan Baiyao Group Co., Ltd. to discuss potential cooperation opportunities in the area of transdermal pharmaceutical products. Yunnan Baiyao (YB), was a household brand in China for its unique traditional herbal medicines. In recent years, the company had been engaged in a series of corporate reforms and product/market diversification strategies to respond to the change in the Chinese pharmaceutical industry and competition at a global level. By 2003, YB was already a vertically integrated, product-diversified group company with an ambition to become an international player. The proposed cooperation with 3M was attractive to YB, not only as an opportunity for domestic product diversification, but also for international diversification. YB had been attempting to internationalize its products and an overseas department had been established in 2002 specifically for this purpose. On the other hand, YB had also been considering another option namely, whether to extend its brand to toothpaste and other healthcare products. YB had to make decisions about which of the two options to pursue and whether it was feasible to pursue both.Teaching Note: 8B06M88 (12 pages)Industry: Health Care ServicesIssues: China; Product Diversification; Internationalization; Brand Extension; AlliancesDifficulty: 4 - Undergraduate/MBA
MCDONALD'S AND THE MCCAFE COFFEE INITIATIVEPratima Bansal, Lindsay SgroProduct Number: 9B04M008Publication Date: 1/15/2004Revision Date: 10/9/2009Length: 9 pagesWhile McDonald's breakfast and snack sales have been increasing, they have not kept pace with industry growth. The primary barrier to this sales growth in the Canadian market, according to a franchise owner, is the quality of the coffee. McDonald's in Canada has been attempting to build its coffee brand equity for many years. They had switched to the Higgins and Burke coffee but had little success changing customers' negative perceptions. To truly change customer perceptions, McDonald's needed to revolutionize their coffee program. McCafe was introduced in response to this coffee issue. McCafe was full service coffee bar, located in a McDonald's restaurant as an extension to the front counter or located as a stand-alone restaurant. Over 300 McCafes existed worldwide. While McDonald's would like to get a piece of the lucrative coffee market, McCafe's main objective was to eliminate coffee as a barrier to breakfast and snack sales. The question for one franchise owner is whether McCafe's strong initial sales can be sustained.Teaching Note: 8B04M08 (9 pages)Industry: ManufacturingIssues: Diversification; Corporate Strategy; Strategy Development; Strategy and ResourcesDifficulty: 4 - Undergraduate/MBA
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Chapter 11:
Corporate Performance, Governance, and Business Ethics
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BARRICK GOLD CORPORATION - TANZANIAAloysius Newenham-Kahindi, Paul W. BeamishProduct Number: 9B10M020Publication Date: 10/20/2010Revision Date: 11/19/2014Length: 15 pagesThis case examines the giant Canadian mining corporation, Barrick Gold Corporation (Barrick), (called Africa Barrick Gold plc since 2009), and the way it engages in sustainable community developments that surround its mining activities in Tanzania. Following recent organized tensions and heightened criticism from local communities, media, international social lobbyists and local not-for-profit organizations (NFOs), Barrick has attempted to deal with the local communities in a responsible manner. At issue for senior management was whether there was much more that it could reasonably do to resolve the tensions.
The case considers: how MNEs seek social license and local legitimacy; the relevance of hybrid institutional infrastructures; the evolving global roles for MNEs and their subsidiaries. The case is appropriate for use in courses in international management, global corporations and society, and international development and sustainable value creation.Teaching Note: 8B10M20 (18 pages)Industry: Mining, Quarrying, and Oil and Gas ExtractionIssues: Subsidiaries; Business and Society; Corporate Social Responsibility; Cross Sector Social Partnership; Government RelationsDifficulty: 5 - MBA/Postgraduate
MATTEL AND THE TOY RECALLS (A)Hari Bapuji, Paul W. BeamishProduct Number: 9B08M010Publication Date: 2/21/2008Revision Date: 5/18/2017Length: 14 pagesOn July 30, 2007 the senior executive team of Mattel under the leadership of Bob Eckert, chief executive officer, received reports that the surface paint on the Sarge Cars, made in China, contained lead in excess of U.S. federal regulations. It was certainly not good news for Mattel, which was about to recall 967,000 other Chinese-made children's character toys because of excess lead in the paint. Not surprisingly, the decision ahead was not only about whether to recall the Sarge Cars and other toys that might be unsafe, but also how to deal with the recall situation. The (A) case details the events leading up to the recall and highlights the difficulties a multinational enterprise faces in managing global operations. Use with Ivey case 9B08M011, Mattel and the Toy Recalls (B).Teaching Note: 8B08M10 (28 pages)Industry: ManufacturingIssues: Supply Chain Management; Offshoring; Outsourcing; Product Quality; Product Recall; Multinational Enterprise Stakeholders; the United States and ChinaDifficulty: 4 - Undergraduate/MBA
CARREFOUR CHINA, BUILDING A GREENER STOREAndreas Schotter, Paul W. Beamish, Robert KlassenProduct Number: 9B08M048Publication Date: 5/9/2008Revision Date: 9/24/2018Length: 19 pagesCarrefour, the second largest retailer in the world, had just announced that it would open its first Green Store in Beijing before the 2008 Olympic Games. David Monaco, asset and construction director of Carrefour China, had little experience with green building, and was struggling with how to translate that announcement into specifications for store design and operations. Monaco has to evaluate the situation carefully both from ecological and economic perspectives. In addition, he must take the regulatory and infrastructure situation in China into account, where no official green building standard exists and only few suppliers of energy saving equipment operate. He had already collected energy and cost data from several suppliers, and wondered how this could be used to decide among environmental technology options. Given that at least 150 additional company stores were scheduled for opening or renovation during the next three years in China, the project would have long term implications for Carrefour.Teaching Note: 8B08M48 (13 pages)Industry: Retail TradeIssues: China; Strategy Implementation; Emerging Markets; Environmental Business Management; Operations ManagementDifficulty: 4 - Undergraduate/MBA
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Chapter 12:
Implementing Strategy in Companies That Compete in a Single Industry
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GM: THE OPEL DECISIONDarren Meister, Ramasastry ChandrasekharProduct Number: 9B10M022Publication Date: 3/8/2010Revision Date: 3/22/2010Length: 19 pagesIn July 2009, General Motors Company (GM),the world's second largest automotive enterprise, has come out of a bankruptcy orchestrated by the U.S. federal government. Leaner and focused after a 40-day exercise, GM is still a long way from a full-fledged financial recovery. The company is under a mandate to concentrate first on its U.S. market. Its European subsidiary, which manufactures the Opel cars, has been struggling for nearly a decade. The business seems fundamentally sound. Opel requires capital infusion and managerial skills for which GM has been talking to potential investors, such as Fiat of Italy, BAIC of China, Magna of Canada and RHJI of Belgium. The board of GM has to decide whether GM should liquidate Opel, retain it within its fold or go for partial divestiture. In the event of a sale of stake, the board has to decide whom, from among those short-listed by the chief executive officer and his team, it should bring aboard. The case provides an opportunity for students to use available data and their judgment to choose a bidder who can drive shareholder value. It helps them deal with issues such as timing and biases in a typical retain/liquidate/divest decision and also whether a company should have, on the lines of a more common M&A strategy, an ongoing divestiture strategy.Teaching Note: 8B10M22 (6 pages)Industry: ManufacturingIssues: Portfolio Analysis; Strategic Management; International Business; DivestituresDifficulty: 4 - Undergraduate/MBA
SCOTTS MIRACLE-GRO: THE SPREADER SOURCING DECISIONJohn Gray, Michael Leiblein, Shyam KarunakaranProduct Number: 9B08M078Publication Date: 11/14/2008Revision Date: 6/22/2009Length: 11 pagesThe Scotts Miracle-Gro company is the world's largest marketer of branded consumer lawn and garden products, with a full range of products for professional horticulture as well. Headquartered in Marysville, Ohio, the company is a market leader in a number of consumer lawn and garden and professional horticultural products. The case describes a series of decisions regarding the ownership and organization of the assets used to manufacture fertilizer spreaders. This case is intended to illustrate the application of and tradeoffs between financial, strategic and operations perspectives in a relatively straightforward manufacturing make-buy decision. The case involves a well-known, easily-described product that most students would assume is made overseas. Sufficient information is provided to roughly estimate the direct financial cost associated with internal (domestic) production, offshore (non-domestic) production and outsourced production. In addition, information is included that may be used to estimate potential transaction costs as well as costs associated with foreign exchange risk.Teaching Note: 8B08M78 (13 pages)Industry: ManufacturingIssues: China; Human Resources Management; Outsourcing; Globalization; Operations Management; Supply Chain Management; Operations StrategyDifficulty: 5 - MBA/Postgraduate
ROGERS' CHOCOLATES (A)Charlene ZietsmaProduct Number: 9B07M012Publication Date: 4/9/2008Revision Date: 1/6/2009Length: 22 pagesA new president has been hired to double or triple the size of Rogers' Chocolates, a high end chocolate producer and retailer in Victoria, British Columbia. The case allows a comprehensive analysis of marketing, manufacturing, human resource, financial and strategic positioning issues in a small company with manufacturing, retailing, wholesaling and Internet operations.Teaching Note: 8B07M12 (10 pages)Industry: ManufacturingIssues: Growth Strategy; Strategic Positioning; Strategy Implementation; Strategic ChangeDifficulty: 4 - Undergraduate/MBA
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Chapter 13:
Implementing Strategies in Companies That Compete Across Industries and Countries
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CARREFOUR CHINA, BUILDING A GREENER STOREAndreas Schotter, Paul W. Beamish, Robert KlassenProduct Number: 9B08M048Publication Date: 5/9/2008Revision Date: 9/24/2018Length: 19 pagesCarrefour, the second largest retailer in the world, had just announced that it would open its first Green Store in Beijing before the 2008 Olympic Games. David Monaco, asset and construction director of Carrefour China, had little experience with green building, and was struggling with how to translate that announcement into specifications for store design and operations. Monaco has to evaluate the situation carefully both from ecological and economic perspectives. In addition, he must take the regulatory and infrastructure situation in China into account, where no official green building standard exists and only few suppliers of energy saving equipment operate. He had already collected energy and cost data from several suppliers, and wondered how this could be used to decide among environmental technology options. Given that at least 150 additional company stores were scheduled for opening or renovation during the next three years in China, the project would have long term implications for Carrefour.Teaching Note: 8B08M48 (13 pages)Industry: Retail TradeIssues: China; Strategy Implementation; Emerging Markets; Environmental Business Management; Operations ManagementDifficulty: 4 - Undergraduate/MBA
RAYOVAC CORPORATION: INTERNATIONAL GROWTH AND DIVERSIFICATION THROUGH ACQUISITIONSRavi Sarathy, David T.A. WesleyProduct Number: 9B06M025Publication Date: 2/16/2006Revision Date: 9/21/2009Length: 18 pagesThe Rayovac case discusses the company's bold and risky acquisitions strategy as it diversifies into personal care and grooming, lawn and garden care, insecticides and pet foods. The company assumes it can successfully manage diverse product categories across diverse geographic markets in which it has limited experience. Success will depend on how well the acquired companies are integrated and managed under Rayovac's supervision. Increasingly, it will also depend on external conditions beyond Rayovac's control, such as macroeconomic conditions and foreign exchange fluctuations. Students should be able to analyze the case from the point of view of international business and strategy and perform a financial analysis of potential future returns using different assumptions for sales growth and margins of the various businesses acquired.Teaching Note: 8B06M25 (13 pages)Industry: ManufacturingIssues: Risk Analysis; Diversification; Acquisition Strategy; Globalization; NortheasternDifficulty: 4 - Undergraduate/MBA
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