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MULTINATIONAL MANAGEMENT BMAN 70012 CASE STUDY QUESTIONS
General Remarks • • • • The following questions are to be considered as “guiding questions”. That is these questions will stimulate discussion within each group. However, groups are encouraged to integrate academic thinking as much as possible (evidence of wider reading to support their strategic decision making). Develop strategic alternatives; evaluate these strategic alternatives against conceptual/theoretical considerations. Each group should also provide an update on where the company(ies) is at nowadays.
Notes for the report You should not spend equal number of words for each question. Some questions can be answered shortly, others require more analysis. You can include an update on the case when appropriate. You should always try to relate the case and its managerial implications to the content of the class & topics covered in the lectures.
JOLLIBEE FOODS CORPORATION Case Decision Issue This case traces the international expansion of Jollibee Foods Corporation, a Philippine base fast food company led by entrepreneur Tony Tan Caktiong (or TTC) that is expanding within Asia, and now byond. It opens with a trigger issue focused on three investment decisions facing the international division’s new general manager, Noli Tingzon. He has opportunities to expand into Papua New Guinea (PNG), Hong Kong, or the United states, and recognizes that his decision on which project to back will probably shape the broader strategic agenda and organizational model that the company’s international operations will follow. Assignment Questions 1. How was Jollibee to build its dominant position in fast food in the Philippines? What sources of competitive advantage was it able to develop against McDonald’s in its home market? 2. How would you evaluate Tony Kitchner’s effectiveness as the first head of Jollibee’s international division? Does his broad strategic thrust make sense? How effectively did he develop the organization to implement his priorities? 3. As Noli Tingzon, how would you deal with the three options described at the end of the case? How would you implement your decisions?
Smiling Curve. What action would you recommend regarding the Ranbaxy partnership? What are the implications of your recommendation? How would you implement this? . which are put to the test when a young product manager in Acer America develops a radically new multimedia home PC with global potential Shih must decide whether to give an inexperienced manager in a loss-generating subsidiary the green light. and the transformation under founder Stan Shih’s radical “fast food” business concept and his “client server” organization model. How effective has Shih been in rebuilding Acer in the early/mid-90s? What do you think of his new business concept (“fast food” model. and to examine development of global competitive advantage. After such a strong decade. Managers need to evaluate the options ahead and draw an action plan recognizing the pros and cons of staying as a JV or becoming a wholly-owned subsidiary or some combination thereof. who should manage the worldwide rollout? ELI LILLY Case Decision Issue Eli Lilly in India documents the evolution of an international joint venture over a 10-year period between Eli Lilly and Ranbaxy.Page 2/4 ACER.) and his new organization model (Client-Server. Both partner firms are facing constraints and challenges calling for a major strategic restructuring. Evaluate the three successive IJV leaders. Outlines the birth of the company. INC. Assignment Questions 1. Did Eli Lilly pursue the right strategy to enter the Indian market? 2. Carefully consider the evolution of the joint venture. The case highlights phases in the evolution of the IJVB. Assignment Questions 1. 21 in 21. etc.)? Is this a visionary framework for Acer’s future competitiveness or a random series of ill-conceived top-down initiatives? 4. How would you assess the overall performance of the JV? What did the partners learn from the IJV? 4. the plunge into losses. Uniload. What accounts for Acer’s outstanding startup? What caused this company to outpace scores of other Taiwanese PC companies? 2. the painful “professionalization” of its management. Teaching purpose: To explore the links between global strategy and structure. etc. and management changes that led Acer from its 1976 startup to become the world’s second-largest computer manufacturer. why did Acer’s growth and profitability tumble in the late 1980s? How do you evaluate Leonard Liu´s performance? 3. organizational . Identify the unique challenges faced by each. what action would you take on Aspire? Should he approve its continued development? Should he allow AAC to continue to lead the project? Should Aspire become a global product? If so. As Stan.: TAIWAN’S RAMPAGING DRAGON Case Decision Issue Describes the strategic. 3. to evaluate leadership of transformational change. An analysis of the Indian situation and the global positions of Lilly and Ranbaxy individually is essential.
Page 3/4 P&G JAPAN Case Decision Issue The biggest strategic challenge facing most companies operating in a global environment is to develop and diffuse worldwide innovation rapidly and effectively. the impact? Why is the change so hard for both of them? 4. How did Matsushita succeed in displacing Philips as No. Explain why SK-II had the potential to become a global brand within P&G’s worldwide operations. new corporate structures. a prestige skin-care product developed in Japan. In the new century. systems. The case describes how Japan becomes a source of innovative new product development. then President of P&G’s Beauty Case business in Japan and member of P&G’s global leadership team (GLT) for Beauty Care. and include a critical discussion on negative aspects too. MATSUSHITA Case Decision Issue The case traces the history of Philips and Matsushita as they evolve during the pre. it is evident that the strategic biases that have been built into their organization since their earliest days still endure. Which of the three market options should Paolo DeCesare recommend to the GLT? What benefits/risks do you expect to gain/face? 4. In the case. 3. the case demonstrates how organizational mirror images are reflected in almost opposite strategic capabilities. As Paolo DeCesare. and the actions taken by successive CEOs as they try to initiate the changes necessary to ensure continued competitiveness. By tracing the organizational development of each company and its implications on that company’s distinctive strategic capabilities. What do you think of the change each company has made to date – the objectives. What recommendation would you make to Gerald Kleisterlee? To Kunio Nakamura? . what factors do you need to consider before deciding what to recommend in your SK-II presentation to the GLT? 2. is at a major decision point. He is trying to decide if he should recommend to the GLT that SK-II.and postwar era to emerge as major competitors in the global consumer electronics industry. Both companies have endured great strategic and organizational turmoil as they tried to build sources of competitive advantage very different from those around which they had developed their original strength. roles and processes had to be developed to leverage local initiatives into global brands. With the global business units in place. How should he implement your option? What are the implications for P&G’s new postO2005 organization? What support/resistance can you expect? PHILIPS VS. Assignment Questions 1. should be rolled out as a global brand. Assignment Questions 1. the implementation. 1? What were its distinctive competencies and incompetencies? 3. How did Philips become the leading consumer electronics company in the world in the post-war era? What distinctive competencies did they build? What distinctive incompetencies? 2. Paolo DeCesare.
Spain.Page 4/4 SILVIO NAPOLI Case Decision Issue The case focuses on a series of strategic and organizational challenges facing Silvio Napoli as a new country manager setting up a Greenfield subsidiary in India for the Swiss elevator company. Through all this runs the cross-cultural challenge facing an Italian manager working for a Swiss company in an Indian start-up. as well as how the industry becomes more fashion driven as it moves into new markets with more upscale consumers. How should he deal with the challenges he is facing over transfer prices and limited technical cooperation from the European plants? GLOBAL WINE WARDS: NEW WORLD CHALLENGES Case Decision Issue The case presents a brief history of the global wine industry. Schindler. South Africa. Each of these decisions must be taken in the context of Schindler’s worldwide strategy and organization. and a third involving impediments to his plan to source locally most of the components for the elevators he plans to sell in India. etc. How did the French become the dominant competitors? What sources of competitive advantage were they able to develop to support their exports? Where were they vulnerable? 2. etc. Italy. What advice would you offer today to the Australian counter-parts? . and regulations that characterize the industry’s development. Growing competitiveness of the emerging challengers is discussed. The case also discusses how the governments in the Old World countries respond to the challenge to their established industries by more intervention. Was Silvio the right choice for general manager of Schindler’s India operations? 2. Germany. and in particular on how competition has escalated in the last decade or so between companies from the Old World (France. Assignment Questions 1. another relating to unexpected changes to internal transfer prices from Schindler’s European operations.). Chile. Assignment Questions 1. the United States. What advice would you give to Silvio regarding his decision on the nonstandard glass wall elevator that has been ordered? 4. As Luc Bonnard. The case discusses various methods of production and distribution. how would you evaluate Silvio’s first seven months as a general manager of the Indian company? What advice would you offer? 3. Napoli has important decisions to take soon: one involving a challenge to his Indian strategy by local management. What changes in the global industry structure and competitive dynamics led France and other traditional producers to lose market share to new challengers? 3.) and those form the New World (Australia. What advice would you offer today to the French Minister of Agriculture/head of French wine industry association/owner of a mid-size vineyard producing wines? 4.
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