Ivey Publishing

Product Details

Taking André Rieu Productions to Brazil?
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12 pages (12 pages of text)
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Case (Field)
An entrepreneurial entertainment business is considering its possible entry into a new foreign market. The case does not, however, focus on the sales potential and financial considerations of entering Brazil. The company assesses these considerations by using fairly straightforward guidelines — its intuitive indications of interest based on DVD sales and attendance at performances elsewhere in the world and the availability of enough large venues to seat a certain total combined audience size.

In assessing whether to enter Brazil, the case considers the management demands likely to be encountered in that new context and the management capabilities of the organization and the staff members to effectively deal with these demands. This analysis requires the company to consider many of the same issues that are typically discussed in international management courses: the nature of Brazil’s national environment and whether Brazil’s social infrastructure includes such elements as a dependable legal system, a pool of experienced local managers and a societal culture that will support dependable and trusting relationships with venue managers and local work crews.
Learning Objective:
The case is designed to apply teaching material about decision making and the implications of societal culture and institutional differences. It can also be used to anticipate the implications of culture differences for communicating and negotiating contracts. The implementation of the agreements by production managers, their staff and their crews for both the company and the venue allows students to anticipate possible issues about inter-team coordination and possible staffing decisions. These issues encourage students to consider the effectiveness of both management practices and contract refinements to handle these decisions. This case is likely to be of broad application in international management courses, but the analysis is closely tied to the material addressing cross-cultural management. In an international management course, the case is best positioned after the class has covered culture dimensions, decision making and the secondary topics illustrated in the case (i.e., communication, negotiation, entry issues, contracts, inter-team coordination).
General Management/Strategy,  International,  Entrepreneurship
Arts, Entertainment, Sports and Recreation
Brazil, Medium, 2011
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