ASIMCO Technologies: 2005
(10 pages of text)
In April 2005, the chairman of ASIMCO Technologies, a company headquartered in China and supplying automotive components to both Chinese and global clients, was trying to decide on his company's reaction to the Chinese government's latest regulations on auto emissions. Guo-san (National Standards III) was to take effect on August 1, 2008. By that date, automakers would not be allowed to supply the Chinese market with non-Guo-san-compliant products. ASIMCO's major diesel engine customers had already sent requests for upgraded engine components to ASIMCO as well as other suppliers. While three technologies seemed to provide the Chinese market with a solution, divergent views existed among the management team as to where ASIMCO should focus to enhance the fuel systems that it supplied. The case can be used in an international marketing course (in sessions on product strategy in developing market or customer relations in industrial marketing).
This case can be effectively used in the product strategy session of a marketing management course at the undergraduate or MBA level. From the case analysis and discussion, students should:
- Recognize the importance of qualitative evaluation for appropriate product decisions.
- Develop a set of decision criteria based on qualitative evaluation.
China, Large, 2005
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