CaseLink for
Hill: International Business: Competing in the Global Marketplace, Seventh Edition
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 I. Introduction and Overview
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| 38 pp.
| 1. Globalization
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| 23 pp.
| Case — Zucamor S.A.: Global Competition in Argentina
Rangan, V. Kasturi
Describes the evolution of Zucamor and its business strategy, particularly after the opening of the Argentine economy in 1992-93. Traces the action that led to its association with U.S. paper giant Union Camp. Poses some of the critical challenges faced by the company’s new management. Teaching Purpose: To explore the impact of globalization and market commoditization and discuss actions to put value back into the business.
HBS Number: 9-599-096 Type: Case (Field)
Publication Date: 06/03/1999 Revision Date: 04/21/2000
Geographic Setting: Argentina Industry Setting: paper Gross Revenues: $60 million revenues
Subjects: Alliances; Commodities; Globalization; International marketing; Strategic market planning
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| II. Country Differences
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| 46 pp.
| 2. National Differences in Political Economy
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| 21 pp.
| Case — Cia. Bozano, Simonsen of Brazil: Partnering in Privatization
Ghemawat, Pankaj
Shifts attention to the international context by looking at Cia. Bozano, Simonsen (CBS), a privately-held Brazilian group that has been a leading player in Brazil’s privatization efforts in the 1990s. CBS has participated in privatizations across a wide array of industries in very different ways and with very different partnership structures—shedding additional light on the factors that determine how well interorganizational relationships work. CBS also faces important issues regarding the extent to which it could continue to participate in privatizations along a broad front as opposed to focusing on a few sectors. May be used with: (9-799-025) Note on Privatization in Brazil.
HBS Number: 9-799-037 Type: Case (Field)
Publication Date: 9/28/1998 Revision Date: 4/13/2000
Geographic Setting: Brazil
Subjects: Competition; Government & business; International business; Privatization; South America
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| 35 pp.
| 3. Differences in Culture
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| 18 pp.
| Case — West Indies Yacht Club Resort: When Cultures Collide
Shay, Jeffrey P.
A case that forces students to tackle the specifics of “what to do” and to support their recommendations. Some WIYC managers lack good people management skills and there are challenges with managing across cultures (the locals that reside in the West Indies are being managed by foreigners and there is a clash of expectations, values, and work habits). Works nicely for a written case assignment or oral team presentations.
Publication Date: 2001
Geographic Setting: British Virgin Islands Industry Setting: Recreation
Event Year Start: 1973 Event Year End: 1993
Courses: Business Policy; International Course Sequence: Implementation; International
Subjects: Business Policy; Implementaiton; International Business
Supplementary Material: Teaching Note
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| 30 pp.
| 4. Ethics in International Business
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| 4 pp.
| Case: Nike: The Sweatshop Debate
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| 3 pp.
| Case: Etch a Sketch Ethics
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| 3 pp.
| Case: Western Drug Companies and the AIDS Epidemic in South Africa
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| 2 pp.
| Case: Matsushita and Japan’s Changing Culture
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| 2 pp.
| Case: Mired in Corruption — Kellogg, Brown & Root in Nigeria
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| 27 pp.
| Case — Royal Dutch/Shell in Nigeria (A)
Author(s): Paine, Lynn Sharp; Moldoveanu, Mihnea C.
Publication Date: 02/22/1999 Revision Date: 08/10/2006
Product Type: Case (Field)
HBS Number: 9-399-126
Geographic Setting: Nigeria Industry Setting: Petroleum industry Number of Employees: 100,000 Gross Revenues: $94 billion revenues
Event Year Start: 1995 Event Year End: 1995
Subjects: Corporate responsibility; Country analysis; Emerging markets; Environmental protection; Ethics; Multinational corporations
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement (Field), (9-399-127), 3p, by Lynn Sharp Paine, Mihnea C. Moldoveanu
Product Description: Working with Shell’s country manager for Nigeria, the company‘s Committee of Managing Directors must decide how to respond to the Nigerian government's decision to impose the death sentence on Ken Saro-Wiwa and eight other leaders of a movement for the rights of the Ogoni (one of Nigeria's 240 ethnic groups). As the case opens, Saro-Wiwa and his codefendants have just been found guilty of inciting murder in a trial that international observers have criticized as deeply flawed. Saro-Wiwa, an environmentalist, writer, businessman, television producer, and human rights activist, has been a vocal critic of not only the Nigerian government but also Shell. Provides background on Shell, on its business in Nigeria, and on environmental and human rights issues in the Niger Delta. May be used with: (9-300-039) Royal Dutch/Shell in Transition (A); (9-300-040) Royal Dutch/Shell in Transition (B).
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| 23 pp.
| Case — Euro Disney: The First 100 Days
Author(s): Loveman, Gary; Schlesinger, Leonard A.; An
Publication Date: 08/13/1992 Revision Date: 06/04/1993
Product Type: Case (Library)
Product Description: The Walt Disney Co. theme parks historically have thrived on the basis of a formula stressing excellent customer service and a magnificent physical environment. The formula has proven successful in Japan, as well as the United States. With the controversial opening of Euro Disney in France, however, there has become reason to doubt the international appeal of the formula. The case documents issues involved with Euro Disney. Examines the transferability of a successful service concept across international boundaries.
HBS Number: 9-693-013
Geographic Setting: Paris, France Industry Setting: entertainment
Company Size: large Number of Employees: 16,000 Gross Revenues: $1 billion revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Entertainment industry; France; International business; Service management
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-693-082), 12p, by Gary Loveman, Robert T. Anthony
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| III. The Global Trade and Investment Environment
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| 38 pp.
| 5. International Trade Theory
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| 30 pp.
| Case — Infosys: Financing an Indian Software Start-Up
Author(s): Kuemmerle, Walter; Coughlin, William J.
Publication Date: 04/05/2000 Revision Date: 04/08/2004
Product Type: Case (Field)
Product Description: Describes the financing and growth of Infosys, an Indian software start-up. Infosys defies a number of stereotypes about barriers to entrepreneurship in India. The company was founded by a small group of entrepreneurs with little equity and without backing from a large family conglomerate. While Infosys has been very successful recently, there was also a highly uncertain period in the company’s history. At the time of the case, Mr. Murthy, Infosys‘ CEO, and his team once again face important challenges regarding future growth and financing. Infosys' shares trade on the Bombay Stock Exchange. The company must decide whether it should seek to also list its shares on a U.S. stock exchange and, if yes, whether to list on NASDAQ or NYSE. May be used with: (9-803-026) A Note on Depositary Receipts.
HBS Number: 9-800-103
Geographic Setting: India/United StatesIndustry Setting: softwareCompany Size: start-upNumber of Employees: 2,605Gross Revenues: $121 million revenues
Event Year Start: 1999Event Year End: 1999
Subjects: Financial analysis; Growth strategy; India; International entrprnl finance; Software; Stock offerings
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Video, (9-801-801), 15 min, by Walter Kuemmerle; Teaching Note, (5-803-156), 25p, by Walter Kuemmerle
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| 23 pp.
| Case — Robert Mondavi: Competitive Strategy
Author(s): Porter, Michael E.; Bond, Gregory C.
Publication Date: 06/22/1999 Revision Date: 06/16/2000
Product Type: Case (Field)
Product Description: Describes the competitive situation facing Robert Mondavi, the leading premium California winery. Mondavi has been an industry innovator and has recently taken steps to become more international. Mondavi has to cope with growing domestic competition as well as market share growth by wineries from Chile and Australia. Teaching Purpose: Designed to explore competitive strategy in an evolving industry with a special focus on international strategy.
HBS Number: 9-799-125
Geographic Setting: Global Industry Setting: wine Number of Employees: 1,100 Gross Revenues: $325 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Agribusiness; Beverages; Competition; International business; Strategy formulation
Academic Discipline: Competitive strategy
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| 36 pp.
| 6. The Political Economy of International Trade
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| 19 pp.
| Case — Koc Holding: Arcelik White Goods
Author(s): Quelch, John A.; Root, Robin
Publication Date: 09/03/1997 Revision Date: 09/29/1997
Product Type: Case (Field)
Product Description: Management is considering its options for future international expansion. Koc is the dominant supplier of white goods (kitchen appliances) in Turkey and has been increasing its export efforts. As lower import tariffs invite foreign competitors to enter Turkey, Koc must decide how to balance defense of its domestic market share against further foreign expansion. Teaching Purpose: To demonstrate the potential for emerging market multinationals to compete successfully in developed markets.
HBS Number: 9-598-033
Geographic Setting: Turkey Industry Setting: home appliances
Company Size: large Number of Employees: 36,000 Gross Revenues: $15 billion revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Appliances; Corporate strategy; Expansion; International banking; Marketing management; Middle East
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-598-079), 11p, by John A. Quelch
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| 17 pp.
| Case — World Trade Organization: Toward Free Trade or World Bureaucracy?
Lodge, George C.; High, Jack
In January 1995, the General Agreement on Tariffs and Trade (GATT) evolved into the World Trade Organization (WTO), which faced the task of implementing the recently approved Uruguay Round of international trade agreements. This case describes the development of GATT, and the principal issues negotiated during the Uruguay Round, including agriculture, textiles, and services. Also describes the controversy surrounding the creation of the WTO.
HBS Number: 9-795-149 Type: Case (Library)
Publication Date: 4/11/1995 Revision Date: 8/16/1995
Geographic Setting: Global
Subjects: Business conditions; Government & business; International trade
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| 34 pp.
| 7. Foreign Direct Investment
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| 25 pp.
| Case — 1-800 Buy Ireland
Author(s): Emmons, Willis; Cooper, Adele; Lenane, J.
Publication Date: 04/12/1999 Revision Date: 06/30/1999
Product Type: Case (Library)
Product Description: After decades of poor economic performance, the Irish government adopted major changes in economic policy in 1987. By the end of the 1990s, Ireland’s real GDP growth rate of almost 10% per year exceeds that of all member nations of the European Union (EU). A key component of Ireland‘s growth strategy has been the encouragement of foreign direct investment through low tax rates and financial and logistical support provided by the Irish Industrial Development Agency (IDA). In 1999, Ireland confronts the issue of sustainability of the “Irish miracle” in the face of diminishing access to EU subsidies, increasingly strained physical infrastructure, and questions of equity in the distribution of economic gains across the population. The case includes substantial material relating to the Irish political, social, and historical context in addition to traditional economic statistics. Teaching Purpose: To provide a broad range of “raw material'' for conducting a country analysis of Ireland. The case lends itself particularly well to an exploration of the role of industrial policy, macroeconomic reforms, foreign direct investment, and regional integration in national development strategy.
HBS Number: 9-799-132
Geographic Setting: Ireland
Event Year Start: 1100 Event Year End: 1999
Subjects: Country analysis; Economic development; Economic policy; Europe; Foreign investment; Industrial policy; National competitiveness
Academic Discipline: Business & government
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| 3 pp.
| Case — Incidents in Foreign Direct Investment
Wells, Louis T., Jr.; Sprague, Courtenay
Presents seven examples (i.e., incidents) of conflict concerning foreign direct investment. The incidents lay the framework for discussion of issues such as the jurisdiction of the WTO and the U.S. position, the Helms-Burton Act of 1996 and its political implications, and campaign contributions from foreign corporations backing U.S. democrats—and the controversy therein. Teaching Purpose: Serves as a useful tool for discussion of international conflicts associated with trade, investment, and national sovereignty.
HBS Number: 9-797-111 Type: Case (Library)
Publication Date: 3/19/1997 Revision Date: 11/17/1997
Geographic Setting: Unspecified
Subjects: Economic analysis; Foreign investment; Government policy; International trade; Regulation
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| 20 pp.
| Case — Toys “R” Us Japan
Author(s): Spar, Debora
Publication Date: 12/01/1995 Revision Date: 02/25/1999
Product Type: Case (Library)
Product Description: Documents the American retailer’s process of entry into the Japanese toy market. Discusses the history of Toys “R” Us in the United States as well as the history of the Japanese toy market, distribution, wholesaling, and retailing systems. Eager to enter the world‘s second largest toy market, Toys “R” Us executives begin in the late 1980s to formulate strategies for opening large discount toy stores in Japan. The American company faces a series of setbacks due to Japanese store-size regulation, application procedures, and a long-standing multi-layered distribution system. Continued effort and the acceptance of a Japanese partner enable the company to prepare for the opening of a Toys “R” Us outlet in 1991. Faced with a lack of direct distribution deals and high land and labor costs, executives of Toys “R” Us Japan worry about the ultimate success of their new venture. Teaching Purpose: Examines differences between U.S. and Japanese retailing systems, and what these differences imply for U.S. firms hoping to enter the lucrative Japanese market. May be used with: (9-702-029) Note on Foreign Direct Investment in Japan.
HBS Number: 9-796-077
Geographic Setting: Japan Industry Setting: toys Gross Revenues: $5 billion revenues
Event Year Start: 1991 Event Year End: 1991
Subjects: Business government relations; Business policy; Cross cultural relations; Distribution channels; Growth strategy; Japan; Retailing; Toy industry
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-798-007), 21p, by Debora Spar; Supplement (Library), (9-796-107), 3p, by Debora Spar, Laura Bures
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| 13 pp.
| Case — Background and Agreements on Foreign Direct Investment
Wells, Louis T., Jr.; Sprague, Courtenay
A brief history of foreign direct investment (FDI) is put forth, with emphasis on conflicts, accompanied by developments in the legal framework governing FDI, as well as international agreements and nonbinding principles formulated to resolve disputes brought in by FDI. Propositions provide a context from which core issues may be discussed by the students. Teaching Purpose: To explore the reasons for international conflict over foreign direct investment and the opportunities for international agreements to manage these conflicts.
HBS Number: 9-796-148 Type: Case (Library)
Publication Date: 4/1/1996 Revision Date: 11/20/1997
Geographic Setting: Unspecified
Subjects: Foreign investment; International business; International finance; Negotiations
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| 32 pp.
| 8. Regional Economic Integration
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| 2 pp.
| Case: Agricultural Subsidies and Development
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| 7 pp.
| Case: Boeing versus Airbus: Two Decades of Trade Disputes
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| 2 pp.
| Case: The Politics of Trade in Steel
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| 2 pp.
| Case: Dixon Ticonderoga — Victim of Globalization?
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| 2 pp.
| Case: Drug Development in the European Union
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| 3 pp.
| Case: Logitech
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| 32 pp.
| Case — European Monetary Union
Author(s): Vietor, Richard H.K.; Ciminero, Sabina
Publication Date: 05/25/1999 Revision Date: 12/10/2003
Product Type: Case (Field)
Product Description: On January 1, 1999, 11 European countries unified their currencies—48 years after their first integrative efforts. This marks a huge development in the structure of Europe and the world’s economy. This case examines the integrative process, the Single Europe Act and its impact on market structure during the past 13 years, and monetary union. Provides data as of 1998 on European macroeconomics integration and data in the mid-1990s on integration of product markets, capital markets, and labor markets.
HBS Number: 9-799-131
Geographic Setting: Europe
Subjects: Business government relations; Competition; Currency; EC single market; Eurodollars; Europe; International business; Macroeconomics
Academic Discipline: Business & government
Supplementary Materials: Supplement (Field), (9-799-151), 4p, by Richard H.K. Vietor, Sabina Ciminero; Teaching Note, (5-799-155), 6p, by Richard H.K. Vietor
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| 25 pp.
| Case — Chile: The Latin American Tiger?
Author(s): Kennedy, Robert E.; Ramos, Teresita
Publication Date: 04/27/1998 Revision Date: 03/21/1999
Product Type: Case (Library)
HBS Number: 9-798-092
Geographic Setting: Chile
Event Year Start: 1997 Event Year End: 1997
Subjects: Economic development; International trade; Trade agreements
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-799-092), 25p, by Robert E. Kennedy, Brian P. Irwin
Product Description: Examines Chile’s development strategy since 1973. Following a series of domestic economic reforms, the country must decide whether to join a regional trading block. Considers the advantages and disadvantages of regional trade agreements and examines the differences between a free trade agreement (NAFTA) and a customs union (Mercosur).
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| 14 pp.
| Case — Regarding NAFTA
Author(s): Spar, Debora; Stein, Elizabeth B.
Publication Date: 10/29/1996 Revision Date: 05/28/1998
Product Type: Case (Library)
Product Description: In the aftermath of World War II, the countries of the industrialized world engaged in an unprecedented round of institution-building, through which historical barriers to international trade, especially tariffs, came tumbling down. The GATT has reshaped the environment of world trade to such an extent that international trade flows have exploded. Even as global trade has become more integrated, however, a second round of institutions, regional rather than global—has emerged. The most recent and largest of the major regional institutions, NAFTA, was signed on December 17, 1992, and took effect in early 1994. This case examines the effect of this radically new institutional context on three different firms, each representing a different industry and country. Teaching Purpose: Demonstrates the importance of regional institutions such as NAFTA and also the extent to which their impact and benefits vary widely across firms and industries.
HBS Number: 9-797-013
Geographic Setting: North America Industry Setting: meatpacking, auto, electronics
Event Year Start: 1965 Event Year End: 1994
Subjects: Foreign policy; International business; International trade
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-798-122), 20p, by Debora Spar
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| 20 pp.
| Case — Collision Course in Commercial Aircraft: Boeing-Airbus-McDonnell Douglas — 19
Author(s): Yoffie, David B.; Vayle, Eric J.
Publication Date: 05/30/1991 Revision Date: 10/27/1993
Product Type: Case (Library)
Product Description: Describes the competitive situation that has arisen in the commercial aircraft manufacturing industry since Airbus entered in 1970. Having overtaken McDonnell Douglas for second place, Airbus announces plans to challenge market leader Boeing’s last pocket of dominance. Industry and government officials have long complained about assistance that Airbus receives from its governments, and this new challenge threatens to spark a new battle between the governments. Pushes students to examine issues facing industry players—high risk, long-term investments; technological change; intense selling competition--and issues facing their national governments--fair vs. unfair trade; important national industries--in a highly visible time frame for players and governments.
HBS Number: 9-391-106
Geographic Setting: United States & Europe Industry Setting: commercial aircraft
Company Size: Fortune 500 Gross Revenues: $20 billion revenues
Subjects: Aircraft; Business government relations; EC single market; International business; Transportation
Academic Discipline: Business & government
Supplementary Materials: Supplement (Library), (9-794-149), 2p, by David B. Yoffie; Teaching Note, (5-390-073), 6p, by David B. Yoffie; Case Video, (9-792-503), 11 min, by Benjamin Gomes-Casseres
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| IV. The Global Monetary System
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| 30 pp.
| 9. The Foreign Exchange Market
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| 26 pp.
| Case — Vina San Pedro
Rangan, U. Srinivasa; Allen, Stephen A., III; Wylie, David
Vina San Pedro (VSP) is the third largest vineyard in Chile and has recently expanded its capacity. The new president is considering how fast to push into both foreign and domestic markets, where efforts should be focused, and how to balance capacity within the context of uncertain, volatile markets and the vagaries of foreign exchange. Meanwhile he has to position growth in the context of new return-on-capital-employed objectives. Teaching Purpose: To understand the complexity of balancing production, marketing, and uncertainty within the context of international trade.
HBS Number: BAB017 Type: Case (Field)
Publication Date: 3/13/2000
Geographic Setting: Chile Industry Setting: wine Gross Revenues: $81 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Agribusiness; Beverages; Capacity planning; International trade; Product planning & policy; South America; Strategic market planning
Publisher: Babson College
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| 23 pp.
| Case — New Zealand: The Wonder Down Under
Emmons, Willis; Glasgow, Kevin
Long regarded as the most extensive welfare state among the world’s industrialized nations, New Zealand embarked on a strategy of radical economic reform/liberalization following a severe foreign exchange crisis in 1984. This case examines the initial reform strategy under the Labour government (1984-90) and the subsequent reforms under the National government (1991-96). By late 1998, an unstable coalition government under Prime Minister Jenny Shipley faces a wide range of social, economic, and political pressures from both the right and left. Teaching Purpose: Provides a broad range of material for evaluating the short-term and long-term implications of "shock therapy" in an industrialized nation context.
HBS Number: 9-700-022 Type: Case (Library)
Publication Date: 9/24/1999
Geographic Setting: New Zealand
Event Year Start: 1642 Event Year End: 1998
Subjects: Country analysis; Economic development; Foreign investment; National competitiveness
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| 21 pp.
| Case — Grupo Sidek (A)
Froot, Kenneth A.; Moel, Alberto
A large Mexican conglomerate, active in tourism, real estate, and steel, is faced with difficult macroeconomic conditions beginning with the Peso crisis of December 1994. The conglomerate had extensive dollar-indexed liabilities, and w
HBS Number: 9-297-022 Type: Case (Field)
Publication Date: 9/17/1996 Revision Date: 7/14/1997
Geographic Setting: Mexico Industry Setting: real estate and steel Number of Employees: :10,000 Gross Revenues: USD 2 bn
Event Year Start: 1994 Event Year End: 1995
Subjects: Debt management; Foreign exchange; Management of crises; Mexico; Real estate; Steel; Tourism
Supplementary Materials: Supplement (Field), (9-297-023), 5p, by Kenneth A. Froot, Alberto Moel
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| 34 pp.
| 10. The International Monetary System
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| 6 pp.
| Case — Responding to 21st Century Financial Crisis
Pill, Huw
During the 1990s, financial crises appear to have been almost annual events. Examples abound: the collapse of S & Ls in the United States; currency mayhem in Europe; Mexican devaluation and banking crisis; Japanese banks teetering on the verge of default; currency and collapse and bank failure throughout East Asia. Something new and dangerous seems afoot—something Michael Camdessus (Managing Director of IMF) has called a "21st Century Financial Crisis." How should the international community respond? This case presents the views of two engaged observers: Joseph Stiglitz, the Chief Economist of the World Bank, and George Soros, hedge fund manager and self-styled international philanthropist.
HBS Number: 9-798-090 Type: Case (Pub Mat)
Publication Date: 4/13/1998
Geographic Setting: Unspecified
Subjects: Business conditions; Economic conditions; Economic theory; International finance; Macroeconomics
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| 24 pp.
| Case — Collapse in Asia — 1997-98
Lodge, George C.; St. George, Anthony
Discusses the Asian crisis and economists’ opinions and solutions.
HBS Number: 9-798-084 Type: Case (Library)
Publication Date: 3/23/1998
Geographic Setting: Asia
Event Year Start: 1997 Event Year End: 1998
Subjects: Asia; Economic conditions; International finance; Macroeconomics; Southeast Asia
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| 11 pp.
| Case — Thailand in May and June of 1997
Uyterhoeven, Hugo E.R.
Diagnose the economic situation, evaluate the available options, and recommend a course of action.
HBS Number: 9-398-131 Type: Case (Pub Mat)
Publication Date: 5/20/98
Geographic Setting: Thailand
Event Year Start: 1997 Event Year End: 1997
Subjects: Balance of payments; Economic policy; Fiscal policy; Inflation; Monetary policy; Southeast Asia; Unemployment
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| 11 pp.
| Case — Mexico (A): From Stabilized Development to Debt Crisis
Author(s): Pill, Huw
Publication Date: 02/24/1997 Revision Date: 02/27/2002
Product Type: Case (Library)
Product Description: Describes the evolution of the Mexican economy from 1945 to 1982. Describes the import-substituting industrialization strategy pursued in the aftermath of World War II. Discusses briefly why this failed in the late 1960s, and then analyzes the change of strategy toward a state-led development financed by bank-borrowing from abroad that culminated in the debt crisis. Teaching Purpose: To analyze the causes and consequences of the 1982 debt crisis and discuss how they could have been avoided. A rewritten version of an earlier case. May be used with: (9-797-050) Mexico (C): Reform and Crisis — 1987-95; (9-797-051) Mexico (D): Stabilization and Retrenchment; (9-797-105) Mexico (B): Escaping from the Debt Crisis?.
HBS Number: 9-797-096
Geographic Setting: MexicoIndustry Setting: government
Event Year Start: 1945Event Year End: 1982
Subjects: Business government relations; Country analysis; Debt management; Foreign investment; Inflation; Mexico; Political process
Academic Discipline: Business & government
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| 22 pp.
| Case — Petrolera Zuata, Petrozuata C.A.
Author(s): Esty, Benjamin C.; Millett, Mathew Mateo
Publication Date: 09/23/1998 Revision Date: 03/07/2002
Product Type: Case (Field)
Product Description: Petrozuata is a proposed $2.5 billion oil-field development project in Venezuela. The case is set in 1997 as the project sponsors, Conoco, Inc. and PDVSA (Venezuela’s national oil company), are planning to meet with various development agencies and rating agencies regarding the proposed financial structure. The sponsors hope to raise a portion of the $1.5 billion debt in the capital markets, which will require an investment-grade rating. The key questions are whether the project will achieve an investment-grade rating and, if not, how to finance the project. Teaching Purpose: Describes what turned out to be an extremely well-crafted financial transaction, one that was named “Deal of the Year” in 1997 by virtually every journal covering project finance. Addresses questions like why use project finance, how to allocate project risk, and how to value project investments. Also addresses the ratings process and, in particular, the possibility that a deal can pierce the sovereign ceiling (to receive a higher rating than the country rating in which it is located). Finally, shows how the capital markets are becoming an important source of funds for development projects.
HBS Number: 9-299-012
Geographic Setting: Venezuela Industry Setting: petroleum Number of Employees: 150,000 Gross Revenues: $77 billion revenues
Event Year Start: 1996 Event Year End: 1997
Subjects: Capital markets; Developing countries; International finance; Natural resources; Petroleum; Project finance; Risk assessment; South America; Valuation
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (5-299-013), 38p, by Benjamin C. Esty, Mathew Mateo Millett
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| 19 pp.
| Case — Global Equity Markets: The Case of Royal Dutch and Shell
Author(s): Froot, Kenneth A.; Perold, Andre F.
Publication Date: 03/04/1996 Revision Date: 04/27/2006
Product Type: Case (Library)
Product Description: Royal Dutch and Shell common stocks are securities with linked cash flow, so that the ratio of their stock prices should be fixed. In fact, the ratio is highly variable, moving with the markets where the securities are intensively traded. Royal Dutch trades more actively in the Netherlands and U.S. markets, whereas Shell trades more actively in the United States. The result is that the Royal Dutch/Shell relative price moves positively with the Netherlands and U.S. markets and negatively with the U.K. market. The ability to arbitrage these disparities and their causes are major case focal points.
HBS Number: 9-296-077
Industry Setting: Financial services
Subjects: Capital markets; International finance; Valuation
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (5-201-093), 12p, by Kenneth A. Froot
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| 23 pp.
| 11. The Global Capital Market
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| 2 pp.
| Case: The Tragedy of the Congo
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| 4 pp.
| Case: The Russian Ruble Crisis and Its Aftermath
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| 2 pp.
| Case: Japan’s Surging Samurai Bond Market
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| 25 pp.
| Case — White Nights and Polar Lights: Investing in the Russian Oil Industry
Author(s): Spar, Debora; Janosz, William W, Esq,; Kou, Julia
Publication Date: 06/29/1995 Revision Date: 06/26/1995
Product Type: Case (Field)
Product Description: In the latter half of the 1980s, the collapse of the Soviet empire created an unprecedented opportunity for Western businesses. Among those most attracted were the oil firms, who rushed to investigate Russia’s vast petroleum reserves. But, as they soon discovered, investing in Russia still entailed tremendous risks — commercial, legal, and political. The case examines how three companies (Phibro, Mobil, and Conoco) have evaluated the risks of Russia and formulated a strategy for investment. Teaching Purpose: To examine how companies evaluate and hedge against extreme cases of risk.
HBS Number: 9-795-022
Geographic Setting: SiberiaIndustry Setting: oil
Event Year Start: 1991Event Year End: 1992
Subjects: Foreign investment; Petroleum; Risk management; Russia
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-798-006), 26p, by Debora Spar
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| V. The Strategy and Structure of International Business
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| 30 pp.
| 12. The Strategy of International Business
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| 20 pp.
| Case — Harley-Davidson
Gamble, John E. & Sch?fer, Roger
This case explores the appeal of Harley-Davidson’s outlaw image and quality touring and custom motorcycles with baby boomers in the U.S., Asia, and Europe, and its success competing in the heavyweight segment of the motorcycle industry in various international markets. It illustrates cross-country differences in buyer preferences and market conditions, strategy options for entering and competing in international markets, and multi-country versus global competition. The case also provides an opportunity to critique the offensive and defensive strategies that Harley-Davidson has used in building market share in the U.S. and in international markets.
Publication Date: 2004
Geographic Setting: International Industry Setting: Motorcycles
Event Year Start: 1903 Event Year End: 2003
Courses: Business Policy; International Course Sequence: Business Strategy/International
Subjects: Business Policy; International
Supplements: Teaching Note/Video
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| 22 pp.
| Case — Puma AG
Kaufmann, Lutz
How well positioned is Puma for the future now that things have gotten turned around? How important is it that Puma strive to gain sales and market share, given that the industry arena in which it competes is “fragmented” with many competitors? Does Puma currently have a good strategy for the long-term or are strategic changes and adjustments needed?
Publication Date: 2003
Geographic Setting: International Industry Setting: Apparel
Event Year Start: 1924 Event Year End: 2003
Courses: Business Policy; International Course Sequence: Business Strategy/International
Subjects: Business Policy; International; Industry Analysis
Supplements: Teaching Note
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| 28 pp.
| Case — The Globalization of Beringer Blass Wine Estates
Gilinsky, Armand Jr., Lopez, Raymond, H., & Castaldi, Richard
A good case for examining the dynamics of competition among the “new-world” wine producers in Australia and California as well as other wine-producing countries, the merits of multi-country versus global strategies, and whether it is better to focus on internal (organic) growth or growth via acquisition. Calls for a probing assessment of industry and competitive conditions, perusal of considerable industry data, a full-blown SWOT analysis, and action recommendations.
Publication Date: 2004
Geographic Setting: International Industry Setting: Wine
Event Year Start: 1875 Event Year End: 2002
Courses: Business Policy; International Course Sequence: Business Strategy/International
Subjects: Business Policy; International; Brand Management; Distribution Channels
Supplements: Teaching Note
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| 30 pp.
| Case — Unilever’s Path to Growth Strategy: Is It Working?
Thompson, A.A., Jr.
Does it make strategic sense for Unilever to reshape its brand/product/business lineup from one that consisted largely of local and regional brands to one which is more strongly focused on global brands sold in most all country markets? Are there good strategic fits among the various parts of Unilever’s businesses/brands? Did Unilever pay too rich a price for its SlimFast, Ben and Jerry‘s, and Bestfoods acquisitions? Should we expect the three acquired businesses to perform better as part of Unilever than they would likely perform as standalone enterprises? What comes after the Path to Growth Strategy? What should Unilever's game plan be for the next 5 years?
Publication Date: 2004
Geographic Setting: International Industry Setting: Processed Foods
Event Year Start: 1999 Event Year End: 2003
Courses: Business Policy; Marketing Course Sequence: Diversification
Subjects: Business Policy; Acquisitions; Corporate Strategy; Product Portfolio Management
Supplements: Teaching Note
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| 28 pp.
| Case — LVMH’s Diversification Strategy into Luxury Goods
Gamble, John E.
In 2002 LVMH Moet Hennessy Louis Vuitton was the world’s largest luxury products company with annual sales of 12.2 billion euros and a business portfolio that included some of the most prestigious brand names in wines and champagnes, fashion, watches and jewelry, and perfumes and cosmetics. Does the company‘s “star brand” diversification strategy make sense? Are there good strategic fits among the company many businesses? Why is the company's performance so weak? What should be done to boost performance?
Publication Date: 2004
Geographic Setting: International Industry Setting: Fashion/Spirits/Retailing/Luxury Goods
Event Year Start: 1989 Event Year End: 2002
Courses: Business Policy; International; Marketing Course Sequence: Diversification
Subjects: Acquistions; Business Policy; Corporate Strategy; Market Positioning; Retailing; Product Portfolio Management
Supplementary Material: Teaching Note
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| 23 pp.
| Case — South African Breweries: Achieving Growth in the Global Beer Market
Sprague, Courtenay; Klein, Saul
Should SAB continue to expand via a multicountry strategy or are conditions right for beginning the transition to a more global strategy? Does SAB need to make additional acquisitions? Which companies should SAB consider acquiring? What countries should SAB be targeting for expansion? An excellent case for written or oral assignments. And a surprise Epilogue-the acquisition of Miller Brewing to make SAB number 2 in the world market.
Publication Date: 2000
Geographic Setting: International Industry Setting: Brewing
Event Year Start: 1990 Event Year End: 2000
Courses: Business Policy; International Course Sequence: International
Subjects: Business Policy; International Business; Emerging Markets; Country Analysis
Supplementary Material: Teaching Note
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| 20 pp.
| Case — BRL Hardy: Globalizing an Australian Wine Company
Author(s): Bartlett, Christopher A.
Publication Date: 12/21/1999 Revision Date: 10/06/2003
Product Type: Case (Field)
Product Description: Focuses on two new product launch decisions facing Christopher Carson, managing director of BRL Hardy, Europe. Responsible for the European operations of a major Australian wine company, Carson has begun to globalize his strategy beyond selling the parent company’s wines. After a difficult joint venture with a Chilean wine source, he is proposing to launch an Italian line of wines. His local team has also developed a new Australian brand that would compete directly with a parent company‘s global brand rollout. Teaching Purpose: Focuses on global strategy choices being made through headquarter-subsidiary negotiations that define the roles of country managers and global product managers.
HBS Number: 9-300-018
Geographic Setting: Australia/United Kingdom Industry Setting: wine Gross Revenues: $250 million revenues
Event Year Start: 1992 Event Year End: 1998
Subjects: Australia; Beverages; Business policy; Entrepreneurship; International business; International marketing; New product marketing; Strategy implementation; United Kingdom
Academic Discipline: General management
Supplementary Materials: Case Video, (9-300-506), 21 min, by Christopher A. Bartlett; Teaching Note, (5-300-128), 14p, by Christopher A. Bartlett
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| 20 pp.
| Case — Komatsu Ltd.: Project G’s Globalization
Bartlett, Christopher A.
Describes the major strategic and organizational transformation at Komatsu aimed at changing it from a Japan-based producer of construction equipment to a truly global company with the ability to leverage its groupwide portfolio of res
HBS Number: 9-398-016 Type: Case (Field)
Publication Date: 10/3/97 Revision Date: 3/2/98
Geographic Setting: Japan Industry Setting: construction equipment
Company Size: large
Subjects: Corporate strategy; Diversification; International business; Japan; Leadership; Machinery; Multinational corporations; Organizational change
Supplementary Materials: Teaching Note, (5-398-106), 11p, by Christopher A. Bartlett
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| 18 pp.
| Case — Unilever’s Butter-Beater: Innovation for Global Diversity
Author(s): Christensen, Clayton M.; Zobel, Jorg
Publication Date: 08/06/1997 Revision Date: 03/28/1998
Product Type: Case (Field)
Product Description: Unilever, one of the world’s largest food product manufacturers, has grown in Europe primarily by acquiring local food companies. Initially Unilever allowed each acquired company to manage its own product development in a way that was tailored to local tastes and competition. This case describes the struggles that European managers confronted in trying to establish stronger central direction over Pan-European product development, branding, and marketing. Teaching Purpose: Useful in courses on multinational management, managing innovation, or product development, where tension between differing local needs and the economics of centralized development and branding is an important issue.
HBS Number: 9-698-017
Geographic Setting: Europe Industry Setting: foods Number of Employees: 200,000 Gross Revenues: $50 billion revenues
Event Year Start: 1992 Event Year End: 1997
Subjects: Europe; Food; Food processing industry; Innovation; Multinational corporations; Product development
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-698-076), 8p, by Clayton M. Christensen
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| 20 pp.
| Case — Acer, Inc.: Taiwan’s Rampaging Dragon
Author(s): Bartlett, Christopher A.; St. George, Ant
Publication Date: 12/30/1998 Revision Date: 01/05/2001
Product Type: Case (Field)
Product Description: Describes the strategic, organizational, and management changes that led Acer from its 1976 startup to become the world’s second-largest computer manufacturer. Outlines the birth of the company, the painful “professionalization” of its management, the plunge into losses, and the transformation under founder Stan Shih‘s radical “fast food'' business concept and his “client server'' organization model, 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. Teaching Purpose: To explore the links between global strategy and structure, to evaluate leadership of transformational change, and to examine development of global competitive advantage. May be used with: (9-399-011) Acer America: Development of the Aspire.
HBS Number: 9-399-010
Geographic Setting: Taiwan and Global Industry Setting: computers Number of Employees: 5,800 Gross Revenues: $3.2 billion revenues
Event Year Start: 1976 Event Year End: 1995
Subjects: Business growth; Computer industry; Corporate culture; Corporate strategy; International business; Leadership; Management of change; Multinational corporations; Organizational change; Strategy formulation
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-399-147), 11p, by Christopher A. Bartlett; Case Video, (9-301-806), 11 min, by Christopher A. Bartlett
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| 20 pp.
| Case — Ingvar Kamprad and IKEA
Author(s): Bartlett, Christopher A.; Nanda, Ashish
Publication Date: 05/07/1990 Revision Date: 07/22/1996
Product Type: Case (Field)
HBS Number: 9-390-132
Geographic Setting: Europe; Global; Stockholm; Sweden; Zurich Industry Setting: Furniture industry; Retail industry Company Size: large Gross Revenues: $2.5 billion revenues
Event Year Start: 1989 Event Year End: 1989
Subjects: Business history; Catalogs; Corporate culture; Globalization; Growth; Management philosophy; Operations; Product design; Strategy; Succession planning; Suppliers; Trade associations; Values; Visionary management
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (5-395-155), 15p, by Christopher A. Bartlett, Ashish Nanda
Product Description: Traces the development of a Swedish furniture retailer under the leadership of an innovative and unconventional entrepreneur whose approaches redefine the nature and structure of the industry. Traces IKEA’s growth from a tiny mail order business to the world‘s largest furniture dealership. Describes the innovative strategic and organizational changes Kamprad made to achieve success. In particular, focuses on his unique vision and values and the way they have become institutionalized as IKEA's binding corporate culture. The trigger issue revolves around whether this vital “corporate glue” can survive massive expansion into the United States and the Eastern Bloc and Kamprad's replacement as CEO by a “professional manager.”
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| 37 pp.
| 13. The Organization of International Business
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| 24 pp.
| Case — SITEL Corp.
Stevenson, Howard H.; Gershun, Martha
SITEL has grown extremely rapidly and is now operating worldwide with operations in over 30 countries. Since many of its locations serve the same customers, the officers are debating the costs and benefits of additional centralization. Some feel that the autonomy of the managers has spurred the spectacular success. Others believe that cost savings and sharing best practice could add substantially to the future potential of the company. Teaching Purpose: Presents a classic problem associated with success: the need for organizational change.
HBS Number: 9-898-153 Type: Case (Field)
Publication Date: 2/24/1998 Revision Date: 5/5/1998
Geographic Setting: Omaha, NE Industry Setting: telemarketing Number of Employees: 17,000 Gross Revenues: $500 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Centralization; Direct marketing; Entrepreneurship; Globalization; Incentives; Organizational development; Organizational problems; Organizational structure
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| 23 pp.
| Case — Jollibee Foods Corp. (A): International Expansion
Author(s): Bartlett, Christopher A.; O’Connell, Jami
Publication Date: 07/07/1998 Revision Date: 12/17/2001
Product Type: Case (Field)
Product Description: Noli Tingzon, newly-appointed international division VP at Jollibee, the Philippines-based hamburger chain, is faced with the challenge of expanding fast food operations in Asia in the face of stiff competition. The case describes Jollibee‘s six-year international expansion history and the lessons the company has learned. Against this background, Noli must decide among expansion opportunities in New Guinea, Hong Kong, and California. Teaching Purpose: To illustrate the motivations and means of international expansion strategies, particularly highlighting the organizational capabilities required.
HBS Number: 9-399-007
Geographic Setting: Philippines, Asia/Pacific Industry Setting: fast food Gross Revenues: $250 million revenues
Event Year Start: 1987 Event Year End: 1997
Subjects: Business policy; Expansion; Fast food industry; International business; Marketing implementation; Multinational corporations; Organization; Southeast Asia; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Supplement (Field), (9-399-113), 3p, by Christopher A. Bartlett; Teaching Note, (5-399-146), 12p, by Christopher A. Bartlett; Case Video, (9-300-501), 14 min, by Christopher A. Bartlett
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| 33 pp.
| 14. Entry Strategy and Strategic Alliances
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| 11 pp.
| Case: Toyota — The Rise of a Global Corporation
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| 4 pp.
| Case: Nestlé: Global Strategy
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| 3 pp.
| Case: Strategic and Organization Change at Black & Decker
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| 2 pp.
| Case: Organizational Culture and Incentives at Lincoln Electric
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| 15 pp.
| Case — Hero Honda Motors (India) Ltd.: Is It Honda that Made It a Hero?
Ramaswamy, Kannan
This case profiles an international joint venture between Honda Motor Company of Japan and the Hero Group, a diversified Indian bicycle manufacturer. The joint venture had been successful, but new market opportunities may lead to dissolution of the alliance. The case forces students to grapple with host government restrictions, options for entering and competing in foreign markets, the risks and benefits of strategic alliances and joint ventures with foreign partners, and the development of a strategic plan to sustain Hero’s success in the event it loses the technical capabilities provided Honda Motor Company.
Publication Date: 2003
Geographic Setting: International Industry Setting: Motorcycles
Event Year Start: 1984 Event Year End: 2002
Courses: Business Policy; International Course Sequence: Business Strategy/International
Subjects: Business Policy; International; Joint Ventures
Supplements: Teaching Note
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| 6 pp.
| Case — Alltrista Corporation’s Entry into the Home Canning Market in Hungary
Richardson, Woody D.; Montagno, Ray V.; Skinner, William L.
Alltrista, the maker of Ball, Kerr, and Bernandin jars and lids, had over 100 years experience in the home canning market. Its initial market research showed an opportunity to sell 6,900,000 jars per year in Hungary. But the first canning season’s sales produced meager results, with volume less than 10% of expectations Now what? Should Alltrista stick it out a while longer or exit? If it exits, what is to be done about all of the inventory that is on hand? How can Alltrista cut its losses? The spotlight is squarely on what to do.
Publication Date: 2004
Geographic Setting: Hungary Industry Setting: Consumer Goods
Event Year Start: 1998 Event Year End: 1999
Courses: Business Policy; International Course Sequence: International
Subjects: Business Policy; Country Analysis; International Marketing; International Business
Supplementary Material: Teaching Note
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| 15 pp.
| Case — Global Market Opportunity in the Olive Oil Industry: The Case of Baser Food
Sriram, Ven; Bilgin, Zeynep
Baser Food was among the major olive oil producers in Turkey with 2001 sales of about $25 million. The company’s exports in 2001 totaled $20 million, of which $12 million was unbranded, bulk olive oil, sold primarily to importers in Italy and Spain that repackaged and sold Baser‘s olive oil under the importers' brands. The company competed in 20 international markets and is looking for additional market opportunities. There's data on the Turkish, U.S., and Australian markets, along with a few other international markets, that students must evaluate.
Publication Date: 2004
Geographic Setting: International Industry Setting: Packaged Foods
Event Year Start: 1998 Event Year End: 2002
Courses: Business Policy; International Course Sequence: International
Subjects: Business Policy; Country Analysis; International Marketing; International Business
Supplementary Material: Teaching Note
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| 35 pp.
| Case — Daewoo’s Globalization: Uz-Daewoo Auto Project
Quelch, John A.; Park, Chanhi
The top management at Daewoo is reviewing its close relationship with the Uzbekistan government, focusing especially on the performance of Uz-Daewoo Auto, a strategic alliance to manufacture and market passenger cars. Teaching Purpose: Shows the challenges of organizing strategic alliances in transitional economies.
HBS Number: 9-598-065 Type: Case (Field)
Publication Date: 10/20/1997 Revision Date: 03/23/1998
Geographic Setting: Uzbekistan Industry Setting: automobiles Number of Employees: 300,000 Gross Revenues: $65 billion revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Asia; Automobiles; International business; Marketing strategy; Strategic alliances
Supplementary Materials: Teaching Note, (5-598-108), 8p, by John A. Quelch
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| 35 pp.
| Case — Mary Kay Cosmetics: Asian Market Entry
Author(s): Quelch, John A.; Laidler, Nathalie
Publication Date: 09/22/1993 Revision Date: 07/26/1996
Product Type: Case (Field)
Product Description: Executives at Mary Kay Cosmetics are renewing opportunities to enter the Japanese and/or Chinese markets. The comparative opportunities must be assessed and guidelines for entry strategies must be determined.
HBS Number: 9-594-023
Geographic Setting: Japan/China Industry Setting: cosmetics
Company Size: large Gross Revenues: $800 million revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: China; Cosmetics; International marketing; Japan; Market entry; Market research; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-595-073), 11p, by John A. Quelch
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| 14 pp.
| Case — R.R. Donnelley: Expanding into Eastern Europe
Kennedy, Robert E.
Examines several market entry options for R.R. Donnelley’s expansion into Eastern Europe. Used as an introduction to a Harvard Business School course titled "New Opportunities in Emerging Markets." Asks students to consider the following issues: 1) the impact of macroeconomics and political instability on project profitability, 2) market research in an emerging market, 3) choice of a joint venture partner, 4) geographic versus industry diversification, and 5) capital structure.
HBS Number: 9-799-083 Type: Case (Field)
Publication Date: 12/21/1998 Revision Date: 3/13/1999
Geographic Setting: Central Europe Industry Setting: commercial printing Number of Employees: 34,000 Gross Revenues: $4.2 billion revenues
Event Year Start: 1992 Event Year End: 1993
Subjects: Corporate strategy; Eastern Europe; Emerging markets; Foreign investment; Macroeconomics
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| 20 pp.
| Case — Loctite Corp.: International Distribution
Author(s): Quelch, John A.; Arnold, David J.
Publication Date: 09/28/1993 Revision Date: 12/01/1997
Product Type: Case (Field)
HBS Number: 9-594-021
Geographic Setting: Asia; Global Industry Setting: Adhesives & sealants industry Number of Employees: 3,700 Gross Revenues: $608 million revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Distribution; Distribution planning; Industrial goods; Industrial markets; International marketing
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-598-104), 11p, by David J. Arnold, E. Raymond Corey
Product Description: Loctite Corp., dissatisfied with the sales growth achieved by its independent distributor in Hong Kong, is considering whether to find a new distributor or acquire a controlling interest in a wholly owned subsidiary covering Hong Kong and possibly other markets. Loctite has a varied portfolio of international distribution arrangements and experience on which to base this decision.
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| 12 pp.
| Case — Komatsu and Dresser: Putting Two Plus Two Together
Nanda, Ashish; Levenson, Georgia
In 1987, Komatsu Ltd., looking to expand its presence in the U.S. earthmoving equipment (EME) industry, enters into a 50-50 joint venture with Dresser. The management of the Komatsu Dresser joint venture faces difficulty in bringing th
HBS Number: 9-898-269 Type: Case (Library)
Publication Date: 5/25/98 Revision Date: 10/16/98
Geographic Setting: United States/Japan Industry Setting: earth moving equipment Number of Employees: 5,000 Gross Revenues: $1 billion revenues
Event Year Start: 1987 Event Year End: 1991
Subjects: Business policy; Corporate strategy; International business; Joint ventures; Machinery; Restructuring
Supplementary Materials: Teaching Note, (5-399-076), 21p, by Ashish Nanda
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| 29 pp.
| Case — Xerox and Fuji Xerox
Author(s): Gomes-Casseres, Benjamin; McQuade, Krista
Publication Date: 02/15/1991 Revision Date: 12/08/1992
Product Type: Case (Field)
Product Description: Describes the growth and development of Fuji Xerox, Xerox’s joint venture in Japan, and the evolving relationship between Fuji Xerox and Xerox. Focuses on the technological development of Fuji Xerox, and on the contributions that Fuji Xerox has made to Xerox‘s competitive position worldwide. Presents a number of options for modifying the relationship between Xerox and Fuji Xerox in the future, when the two firms will face increasingly serious competition from global competitors. Fuji Xerox is a $4 billion company and arguably one of the most successful joint ventures ever between an American and Japanese firm. In some ways the evolution of Fuji Xerox has been a microcosm of the broader United States-Japan relationship.
HBS Number: 9-391-156
Geographic Setting: Japan, United States Industry Setting: electronics (copiers)
Company Size: Fortune 500 Gross Revenues: $18 billion revenues
Event Year Start: 1962 Event Year End: 1990
Subjects: Competition; International business; International trade; Japan; Joint ventures; Technological change
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-794-007), 34p, by Benjamin Gomes-Casseres; Case Video, (9-792-514), 16 min, by Benjamin Gomes-Casseres; Case Video, (9-794-519), 8 min, by Benjamin Gomes-Casseres; Supplement (Library), (9-703-009), 4p, by Debora Spar, Benjamin Gomes-Casseres
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| 19 pp.
| Case — Kentucky Fried Chicken (Japan) Ltd.
Author(s): Bartlett, Christopher A.; Rangan, U. Srinivasa
Publication Date: 11/20/1986 Revision Date: 12/30/1992
Product Type: Case (Field)
HBS Number: 9-387-043
Geographic Setting: Japan; United States Industry Setting: Fast food industry Company Size: large Gross Revenues: $2 billion revenues
Event Year Start: 1970 Event Year End: 1983
Subjects: Business policy; Control systems; Entrepreneurship; International business; Multinational corporations; Strategic planning; Subsidiaries
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-389-006), 11p, by Christopher A. Bartlett
Product Description: Describes the internationalization of the Kentucky Fried Chicken (KFC) fast food chain, focusing on KFC’s entry into Japan. An entrepreneurial country general manager, Lou Weston, battles numerous problems to establish the business and is eventually highly successful. In doing so, Weston ignores or circumvents policies and control from KFC‘s headquarters and becomes very upset when more sophisticated planning, coordination, and control systems begin to constrain his freedom. The case presents both the headquarters and subsidiary perspectives and allows discussion of the conflicts between strategic planning and control and entrepreneurial independence in a multinational company.
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| VI. International Business Operations
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| 23 pp.
| 15. Exporting, Importing, and Countertrade
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| 20 pp.
| Case — Network Associates: Securing the Internet
Spar, Debora; Burns, Jennifer
Follows one company’s path through the uncharted terrain of government regulation and the Internet. In March 1998, Network Associates announced it would begin selling powerful encryption software from its Dutch subsidiary. Such a move
HBS Number: 9-799-087 Type: Case (Field)
Publication Date: 3/15/1999 Revision Date: 5/10/1999
Geographic Setting: United States Industry Setting: computer software Number of Employees: 2,400 Gross Revenues: $612 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Business government relations; California Research Center; Computer security; Exports; Internet; Regulation; Silicon Valley; Software industry
Supplementary Materials: Teaching Note, (5-701-018), 9p, by Debora Spar
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| 10 pp.
| Case — U.S. Export-Import Bank and the Three Gorges Dam (A)
Lodge, George C.; Reavis, Cate
Describes the dilemma Martin Kamarck faced as president of the Export-Import Bank in whether to provide U.S. companies financing for China’s Three Gorges Dam project.
HBS Number: 9-900-017 Type: Case (Library)
Publication Date: 5/9/2000 Revision Date: 7/21/2000
Geographic Setting: United States/China Industry Setting: banking
Event Year Start: 1996 Event Year End: 1996
Subjects: Banking; Business government relations; China; Government agencies; Government policy; Infrastructure; Politics; Project finance
Supplementary Materials: Supplement (Library), (9-900-018), 2p, by George C. Lodge, Cate Reavis
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| 13 pp.
| Case — Layton Canada
Spar, Debora; Ricciardi, Lygeia; Bures, Laura
In 1993, Layton Canada finds itself caught in an intractable political situation. As part of a global reorganization process, the firm has been transformed from a subsidiary of a Dutch parent corporation to a subsidiary of a U.S. parent. Now, if it continues with its usual practice of exporting electrical components to Cuba, it will violate U.S. export law. If it ceases, however, it will violate Canadian law. Teaching Purpose: To examine how politically motivated trade and export practices can have a major impact on firms engaged in global operations. Also explores the origins and motives of export restrictions and sanctions. A rewritten version of an earlier case.
HBS Number: 9-796-108 Type: Case (Field)
Publication Date: 12/19/1995
Geographic Setting: Global Industry Setting: electrical components
Event Year Start: 1993 Event Year End: 1993
Subjects: Business conditions; Canada; Conflict; International business; International trade; Legislation; Multinational corporations
Supplementary Materials: Teaching Note, (5-798-054), 14p, by Debora Spar
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| 28 pp.
| 16. Global Production, Outsourcing, and Logistics
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| 14 pp.
| Case — Managing Innovation at Nypro, Inc. (A)
Author(s): Christensen, Clayton M.; Voorheis, Rebecca
Publication Date: 09/22/1995 Revision Date: 12/18/1998
Product Type: Case (Field)
HBS Number: 9-696-061
Geographic Setting: Clinton, MA Industry Setting: Plastics industry; Injection mold Gross Revenues: $166 million revenues
Event Year Start: 1990 Event Year End: 1995
Subjects: Innovation; International operations; Manufacturing policy; Manufacturing strategy; Process innovation; Technological change
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-697-057), 2p, by Clayton M. Christensen; Teaching Note, (5-698-077), 10p, by Clayton M. Christensen
Product Description: Nypro is the world’s leading injection molder of precision plastic parts, operating a global network of 21 plants. Nypro‘s strategy is for each plant to offer identical capabilities, because its customers are global companies with worldwide sourcing needs. The case describes the way Nypro manages product and process innovation across the global plant network. May be used with: (R00202) Meeting the Challenge of Disruptive Change.
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| 18 pp.
| Case — Hewlett-Packard: Singapore (A)
Author(s): Leonard-Barton, Dorothy; Thill, George
Publication Date: 09/27/1993 Revision Date: 06/07/1994
Product Type: Case (Field)
HBS Number: 9-694-035
Geographic Setting: Singapore Industry Setting: computer Company Size: Fortune 500 Gross Revenues: $13 billion revenues
Event Year Start: 1970 Event Year End: 1991
Subjects: Computer industry; International business; Manufacturing strategy; Product development; Research & development; Southeast Asia; Technology
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-694-036), 1p, by Dorothy Leonard-Barton, George Thill; Supplement (Field), (9-694-037), 4p, by Dorothy Leonard-Barton, George Thill; Teaching Note, (5-697-033), 7p, by Dorothy Leonard-Barton, Sarah Connor; Supplement (Field), (9-603-053), 2p, by Dorothy Leonard-Barton, David Kiron
Product Description: In the over 20 years since Hewlett-Packard (HP) set up a manufacturing site in Singapore to produce calculators, HP has invested managerial talent and resources in developing its licensor into a technology development partner. The case details the growth of high-volume manufacturing capabilities and the setting up of an R&D facility. Various projects are described in which Singapore contributed an increasing amount of skill, leading up to an abortive attempt to completely co-develop a new printer. Singapore now feels ready to develop a printer on its own for the Japanese market, and the case poses the question of whether or not it is ready to do so. There is also an issue of whether the developers understand the Japanese market well enough to proceed. Teaching Purpose: To illustrate the enormous effort required to create a technology-development capability and the difficulties of doing so when the source and recipients of the knowledge are separated both geographically and culturally. The
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| 33 pp.
| 17. Global Marketing and R&D
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| 9 pp.
| Case — Coca-Cola’s New Vending Machine (A): Pricing to Capture Value, or Not?
Author(s): King, Charles; Narayandas, Das
Publication Date: 02/07/2000 Revision Date: 12/12/2000
Product Type: Case (Pub Mat)
Product Description: Chairman and CEO M. Douglas Ivester stumbles when he tells a Brazilian newsmagazine about a new Coke vending machine that can automatically raise prices in hot weather. Reaction around the world is swift and negative. Teaching Purpose: Allows exploration of value pricing, fairness, price discrimination, brand equity, new product development, communications, and marketing strategy in a global setting.
HBS Number: 9-500-068
Geographic Setting: Global Industry Setting: soft drinks Number of Employees: 30,000 Gross Revenues: $19 billion revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Beverages; Brands; Consumer goods; Globalization; Marketing strategy; Pricing strategy; Product development; Public relations
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-501-086), 9p, by Charles King, Das Narayandas
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| 21 pp.
| Case — MasterCard International: World Championship Soccer Sponsorship
Arnold, David J.; Lane, David
MasterCard must decide whether to renew the sponsorship of the World Cup and other soccer events in light of a 100% increase in the sponsorship fee and a strategic realignment by MasterCard. Teaching Purpose: 1) Demonstrates typical sponsorship deal. 2) Shows how sponsorship can be evaluated. 3) Examines place of sponsorship in marketing mix. A rewritten version of an earlier case.
HBS Number: 9-500-036 Type: Case (Field)
Publication Date: 10/22/1999 Revision Date: 07/31/2000
Geographic Setting: Global Industry Setting: financial services Number of Employees: 3,000 Gross Revenues: $651 million revenues
Event Year Start: 1998 Event Year End: 1999
Subjects: Financial services; International marketing; Marketing mixes; Sports
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| 28 pp.
| Case — Dell: Selling Directly, Globally
Farhoomand, Ali F.; Lovelock, Peter; Ng, Pauline
One of the first companies to practice the highly-touted business-to-consumer Internet business model, Dell entered the PC market with a force and shook up the industry with its revolutionary, customer-oriented streamlined distribution
HBS Number: HKU069 Type: Case (Field)
Publication Date: 1/1/2000
Geographic Setting: China Industry Setting: PC
Event Year Start: 1998 Event Year End: 1998
Subjects: Business to consumer; China; Computer industry; Corporate strategy; Electronic commerce; Globalization; International business; Market entry
Supplementary Materials: Teaching Note, (HKU070), 8p, by Ali F. Farhoomand, Peter Lovelock, Pauline Ng
Publisher: University of Hong Kong
(Sales restricted to North America.)
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| 28 pp.
| 18. Global Human Resource Management
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| 11 pp.
| Case — The Global Leadership of Carlos Ghosn at Nissan
Millikin, John P. & Fu, Dean
This is an excellent case for demonstrating the impact of organizational and national culture on strategy formulation and implementation, the value of a strong strategic leader, the challenge of cross-cultural leadership, how and why effective change management involves building a supportive coalition, and the importance of institutionalizing change through continued development efforts.
Publication Date: 2003
Geographic Setting: International Industry Setting: Automobiles
Event Year Start: 1999 Event Year End: 2002
Courses: Business Policy Course Sequence: Implementation
Subjects: Business Policy; Implementation; Leadership; Culture
Supplements: Teaching Note
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| 23 pp.
| Case — Hitting the Wall: Nike and International Labor Practices
Author(s): Spar, Debora; Burns, Jennifer
Publication Date: 01/19/2000 Revision Date: 09/06/2002
Product Type: Case (Library)
Product Description: In the mid-1990s Nike, one of the world’s most successful footwear companies, is hit by a spate of alarmingly bad publicity. After years of high-profile media attention as the company that can “just do it,” Nike is suddenly being painted as a firm that relies on low-cost, exploited labor in its overseas plants. Nike officials vigorously deny the charges, claiming that Nike has no control over the independent contractors who manufacture Nike shoes. But the activists will not retreat. Eventually, Nike must learn to deal with the activists‘ claims and with the web of conflicting data that surrounds the notion of a “fair'' or “living'' wage. Teaching Purpose: To stimulate debate about appropriate wages in developing countries and the role of activists in affecting company decisions.
HBS Number: 9-700-047
Geographic Setting: United States, Indonesia, Vietnam Industry Setting: footwear/sporting goods Number of Employees: 16,000 Gross Revenues: $9 billion revenues
Event Year Start: 1991 Event Year End: 1999
Subjects: Activists; Business government relations; Developing countries; Ethics; Footwear; International operations; Labor relations; Wages & salaries; Working conditions
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-701-020), 15p, by Debora Spar
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| 21 pp.
| Case — Colgate-Palmolive: Managing International Careers
Author(s): Rosenzweig, Philip M.
Publication Date: 05/24/1994
Product Type: Case (Field)
Product Description: Colgate-Palmolive, the U.S.-based consumer products firm, has long emphasized international experience for its managers, and has developed a comprehensive policy to manage expatriate assignments. The rise in dual-career families has made some managers reluctant to accept foreign assignments, causing Colgate-Palmolive to re-examine the way it manages international career development. Teaching Purpose: To examine the many dimensions of international experience and expatriate assignments in a multinational corporation.
HBS Number: 9-394-184
Geographic Setting: Global Industry Setting: consumer products
Company Size: Fortune 500 Gross Revenues: $7 billion revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Careers & career planning; Consumer goods; Families & family life; Human resources management; International business; Management development; Multinational corporations
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-394-188), 11p, by Philip M. Rosenzweig
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| 22 pp.
| 19. Accounting in the International Business
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| 19 pp.
| Case — Becton Dickinson: Designing the New Strategic, Operational, and Financial Planni
Simons, Robert L.; Davila, Antonio; Mohammed, Afroze
Describes management’s attempts to design and install a sophisticated planning and control system in an international company as it changes its strategy. Issues of strategy implementation, accountability, and performance measurement are at the core of the analysis, as managers confront difficulty and resistance in using the system for "strategic, operational, and financial" control. Students are provided with a blank "template" to attempt their own design solution. Teaching Purpose: Suitable for MBA or executive education programs. Assignment asks student participants to prepare a series of "skits" to role play the issues raised in the case.
HBS Number: 9-197-014 Type: Case (Field)
Publication Date: 7/12/1996 Revision Date: 6/12/2000
Geographic Setting: Global Industry Setting: health care
Company Size: Fortune 500 Gross Revenues: $2.5 billion revenues
Subjects: Control systems; International business; Matrix organization; Medical supplies; MIS; Organizational change; Strategic planning; Strategy implementation
Supplementary Materials: Teaching Note, (5-198-034), 21p, by Robert L. Simons, Antonio Davila
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| 10 pp.
| Case — Depreciation at Delta Air Lines and Singapore Airlines (A)
Author(s): Bruns, William J., Jr.; Cott, Jeremy
Publication Date: 07/16/1997 Revision Date: 09/16/2004
Product Type: Case (Library)
Product Description: Depreciation policies at Delta Air Lines and Singapore Airlines are compared and contrasted against a summary of operating data from each airline. Questions focus attention on differing depreciation policies of the two airlines. Teaching Purpose: Introduction to depreciation policies and choices. May be used with: (9-100-027) Microsoft’s Financial Reporting Strategy; (9-101-014) Asset Reporting; (9-101-027) The MCI-WorldCom Combination (A).
HBS Number: 9-198-001
Geographic Setting: United States & AsiaIndustry Setting: airlines
Event Year Start: 1993Event Year End: 1993
Subjects: Accounting policies; Accounting procedures; Aircraft; Airlines; Financial reporting
Academic Discipline: Accounting & control
Supplementary Materials: Supplement (Library), (9-198-002), 2p, by William J. Bruns Jr., Jeremy Cott; Teaching Note, (5-198-003), 11p, by William J. Bruns Jr., Jeremy Cott
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| 21 pp.
| 20. Financial Management in the International Business
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| 2 pp.
| Case: Molex
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| 3 pp.
| Case: Procter & Gamble in Japan
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| 2 pp.
| Case: Merrill Lynch in Japan
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| 29 pp.
| Case — Merrill Lynch’s Acquisition of Mercury Asset Management
Perold, Andre F.; Ahmed, Imran; Altschuler, Randy
In the Spring of 1998, Merrill Lynch faced an array of challenges and opportunities related to its global asset management business. The firm had recently completed its $5.3 billion cash acquisition of U.K.-based Mercury Asset Manageme
HBS Number: 9-299-005 Type: Case (Field)
Publication Date: 11/18/1998 Revision Date: 7/16/1999
Geographic Setting: Global Industry Setting: money management
Event Year Start: 1998 Event Year End: 1998
Subjects: Acquisitions; Asset management; Investment management; Mutual funds; Pension funds
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| 13 pp.
| Case — Jaguar plc—1984
Author(s): Luehrman, Timothy A.; Schiano, William T.
Publication Date: 10/05/1989 Revision Date: 05/18/1990
Product Type: Case (Field)
Product Description: A vehicle for analyzing the exposure of operating cash flows to exchange rate changes. Considers the value of Jaguar plc at the time of its privatization and share offering in 1984. Jaguar is a major exporter from the United Kingdom and the United States is therefore exposed to changes in the dollar/sterling exchange rate. Students are asked to estimate the value of the company as a function of expected future exchange rates. Students may also be asked whether and how Jaguar’s exposure should be hedged.
HBS Number: 9-290-005
Geographic Setting: United Kingdom Industry Setting: automobile
Company Size: large Gross Revenues: $750 million sales
Event Year Start: 1984 Event Year End: 1984
Subjects: Automobiles; Foreign exchange rates; Industry analysis; International finance; Privatization; Stock offerings; Valuation
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (5-290-034), 23p, by Timothy A. Luehrman
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| Back Matter
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| 12 pp.
| Glossary
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| 1 pp.
| Photo Credits
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| 3 pp.
| Organization Index
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| 8 pp.
| Name Index
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| 11 pp.
| Subject Index
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