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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     CaseLink for Hill: Global Business Today, Sixth Edition To include an item in your complimentary custom book, click the item's Add link. If there is a View link next to an item, you can view the pages by clicking on the link. To review the list of items you have selected so far, click on the word Review in the progress bar above.    Front Matter   Add   View  11 pp.  Preface    1. Globalization   Added   View  38 pp.  Text   Add   View  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   Add   View  18 pp.  Case — Dell Inc. in 2009 Author(s): Stewart Thornhill; Ken Mark Publication Date: 1/20/2009 Product Type: Case (Library) Teaching Note: 8B08M93 Ivey ID: 9B08M093 Geographic Setting: United States Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Strategic Change; Strategy Development; Globalization; Strategic Balance Major Disciplines: General Management Product Description: The Dell story is well-known in the business world: a young Michael Dell, while attending the University of Texas in Austin, founds a computer sales company that eventually revolutionizes the industry. The case puts students in the position of a senior executive at Dell who is preparing for an investor relations meeting. As the senior executive reviews information on his company, he wonders how best to convey to skeptical investors that Dell’s strategy will return the company to growth. In examining the Dell story, students learn about how Dell built up a set of competitive advantages that seemed unassailable until the early 2000s. The second part of the case illustrates the impermanence of competitive advantages - it describes how Dell is attempting to remake itself after falling behind its competitors.   Add   View  19 pp.  Case — CHINA MINMETALS CORPORATION AND NORANDA INC. Author(s): Litvak IA Publication Date: 2/6/2006 Product Type: Case Ivey ID: 9B06M013 Geographic Setting: Canada/China Industry Setting: Metal Mining Size: Large organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Subjects: Business and Society; Politics; Government and Business; Ethical Issues Functional Area: General Management Product Description: The proposed takeover of Noranda Inc. (one of the biggest mineral players in the world) by the Chinese state owned entreprise, China Minmetals Corporation, was cause for Canadian government concern as it required some understanding about the workingsand objectives of state owned entreprises. There was particular concern around the labour issues and human rights violations in China, and the possible impact of these on the proposed takeover. Equally important, Canada ran a substantial risk ofsending the wrong message to the People’s Republic of China if it was to block such a takeover, and in some respects, to be seen as shutting its doors to one of the world‘s largest and most powerful emerging economies.   Add   View  15 pp.  Case — GLOBALIZATION THREATENS CANADA’S AUTO INDUSTRY: IMPLICATIONS FOR THE ECONOMY AND SOCIETY Author(s): Conklin DW; Cadieux D Publication Date: 1/13/2006 Product Type: Case Ivey ID: 9B06M008 Geographic Setting: Canada Industry Setting: Transportation Equipment Year of Event: 2005 Level of Difficulty: Undergraduate/MBA Subjects: Business and Society; General Management; Globalization; International Business Functional Area: General Management Product Description: For many decades, the automobile industry had played a major role in Canada’s economy. A large portion of Canadian jobs depended on the auto industry, both directly and indirectly. However, by 2005, Canada faced serious globalization threats.Analysts were stating that in the future the number of automobile-related jobs in Canada would depend upon the international competitiveness of Canadian plants. To continue to increase wages would raise Canadian production costs so far above thelevels in Mexico, China and other emerging nations, that the assemblers would shift production to low-cost jurisdictions. Meanwhile, the Big Three were losing market share to their non-union competitors, especially Toyota and Honda.   Add   View  20 pp.  Case — NOTE ON THE CUBAN CIGAR INDUSTRY Author(s): Paul W. Beamish; Akash Kapoor Ivey ID: 9B03M001 Publication Date: 2/27/2003 Revision Date: 10/21/2009 Product Type: Case Teaching Note: 8B03M01 Geographic Setting: Cuba/USA/Canada Industry Setting: Tobacco Size: Large Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA Subjects: International Business; Internationalization; Government and Business; Industry Analysis Major Disciplines: Entrepreneurship; General Management; International Product Description: The cigar industry in Cuba has a mythical aura and renown that give it unparalleled recognition worldwide. The relationship between Cuba and the United States makes the situation in this industry particularly intriguing. Cuban cigars cannot currently be sold in the United States, even though it is the largest premium cigar market in the world. This note provides an opportunity for a structured analysis using Porter’s five forces model and to consider several scenarios including the possible lifting of the U.S. embargo and the relaxation of Cuba‘s land ownership laws.    2. National Differences in Political Economy   Added   View  46 pp.  Text   Add   View  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   Add   View  10 pp.  Case — San Francisco Coffee House: An American Style Franchise in Croatia Author(s): Ilan Alon; Mirela Alpeza; Aleksandar Erceg Ivey ID: 9B08A013 Publication Date: 8/14/2008 Revision Date: 4/20/2010 Product Type: Case Teaching Note: Teaching Note: 8B08A13 Geographic Setting: Croatia Size: Small Year of Event: 2006 Level of Difficulty: 2 - Intro/Undergraduate Subjects: None specified Major Disciplines: Accounting; Entrepreneurship; International Product Description: On the return to their homeland of Croatia following a six-year visit to the United States, a couple has decided to open their own coffee house, one that is unique to the Croatian environment - a California-style coffee house that offers the quality, service, product assortment, ambiance and efficiency found in sophisticated coffee shops in developed markets, and all for a locally affordable price. The major challenge faced by the couple is how to grow. Specifically, should they consider franchising over organic growth? If so, how should they go about franchising in a country where the market is developing and where franchising is under-regulated, underdeveloped and misunderstood? This case can be used in entrepreneurship, retailing, international marketing or international business classes. The case provides a practical example of when and how to use franchising.   Add   View  5 pp.  Case — Bank Vozrozhdeniye (V.Bank) (B) Author(s): David W. Conklin; Danielle Cadieux Publication Date: 2/6/2006 Revision Date: 5/31/2007 Product Type: Case Ivey ID: 9B06M014 Geographic Setting: Russia Industry Setting: Banking Size: Large Level of Difficulty: 4 — Undergraduate/MBA Subjects: Government and business; Financial institutions; Business policy Major Disciplines: General Management; International Product Description: By 2006, in spite of lack a of significant reforms, the Russian banking system had recovered from the 1998 crisis, and its indicators such as capital, assets, and loans greatly exceeded the levels prior to 1998. The Russian economy had expanded rapidly, largely as a result of higher energy prices. However, many analysts were concerned about the large role played by oil and gas, and feared that energy exports were keeping the value of the ruble so high that non-energy manufacturing was being hurt. V. Bank had survived the 1998 crisis, and was considered one of the top 25 banks. In spite of this progress, its financial reports emphasized a series of concerns. Furthermore, Russia’s political situation seemed precarious, as illustrated in the Khodorkovsky crisis, as a result of which Gazprom and the Yukos assets returned to majority state ownership. Some analysts pointed to a revival of authoritarian and arbitrary state intervention, and debated the possibility of a liberal political reaction in Russia similar to the “Orange Revolution” in the Ukraine.   Add   View  33 pp.  Case — TALISMAN ENERGY INC. Author(s): Lawrence G. Tapp; Gail Robertson Ivey ID: 9B03M028 Publication Date: 5/28/2003 Revision Date: 10/22/2009 Product Type: Case Teaching Note: 8B03M28 Geographic Setting: Canada/Africa Industry Setting: Oil & Gas Extraction Size: Large Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA Subjects: International Management; Corporate Governance; Ethical Issues; Board of Directors Major Disciplines: General Management; International Product Description: Talisman Energy is the largest Canadian oil and gas producer, with main business activities in exploration, development, production and marketing of crude oil, natural gas and natural gas liquid. At a special board of directors meeting, the management and board of Talisman conducted a review of the Sudan operations to assess its fit within the current business portfolio. After years of direct and often angry criticism by human rights groups and the fact that the United States government was threatening to restrict firms operating in Sudan from listing their securities on American markets, the board was considering its options in the region. The Sudan project had good economic value for Talisman with good future prospects and production possibilities. Additionally, the company had gone to considerable lengths to develop and implement socially responsible policies and programs in Sudan. Senior management believed that they had contributed to an increased quality of life for the people of Sudan. Despite this, activist groups had continued to attack Talisman for their role in Sudan. The continued pressure from activists and governments were believed to be responsible for a steady decrease in share price. The issue before the board in conducting this review was to question whether continuing operations in Sudan was compatible with Talisman’s mandate to operate in the best interests of th   Add   View  19 pp.  Case — CHAUVCO RESOURCES LTD: THE ARGENTINA DECISIONS (ABRIDGED) Author(s): David W. Conklin; John Knowles Publication Date: 9/27/2001 Revision Date: 7/31/2006 Product Type: Case Ivey ID: 9B01M014 Geographic Setting: Canada/Argentina Industry Setting: Oil & Gas Extraction Size: Large Year of Event: 1995 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Economic Analysis; Government and Business; International Business; Investments Major Disciplines: General Management; International Product Description: Chauvco quickly became one of the top 30 oil companies in Canada. Rising costs and diminishing oil and gas reserves led Chauvco to consider investing in other countries. In 1992, Chauvco purchased an interest in an Argentine oil and ga   Add   View  31 pp.  Case — NOTE ON THE CHINESE LEGAL ENVIRONMENT Sharp DJ; Larusson H This note provides a non-technical description of the Chinese legal system relevant to international business. It outlines the Chinese concept of law, the Chinese legal system, dispute resolution, the 1999 Unified Contract Law and the legalframework for foreign investment enterprises. Ivey Number: 9B01M072 Publication Date: 7/12/2001 Revision Date: 14/02/2002 Geographic Setting: China Industry Setting: Justice, Public Order and Safety Event Year Start: 1999 Subjects: Business Law, Contract Law, International Law, Legal System Functional Area: General Management    3. Differences in Culture   Add   View  38 pp.  Text   Add   View  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   Add   View  26 pp.  Case — Cimetrics Technology (A1) Paine, Lynn Sharp; Royo, Jose Jim Lee, president of Cimetrics (a young, fast growing, software start-up) is reevaluating his small company’s geographically dispersed product development model. To take advantage of talented low-cost labor in Russia, the company has relied on two software engineering teams in Russia to develop its products. Bridging cultural differences between the Russian teams, their Toronto-based manager, and the company‘s Boston-based leadership has not been easy, however. After a Russian engineer (brought to Boston at Cimetrics' expense) asks to relocate back to Russia, Lee decides to reevaluate the situation. Teaching Purpose: To explore the challenges of cross-cultural relations between Russian employees and their North American bosses. May be used with: (9-300-055) Cimetrics Technology (B): Russian Perspectives. HBS Number: 9-399-108 Type: Case (Field) Publication Date: 2/2/99 Revision Date: 6/27/00 Geographic Setting: United States, Canada, Russia Industry Setting: software Company Size: start-up Number of Employees: 15 Gross Revenues: $2.5 million revenues Event Year Start: 1992 Event Year End: 1998 Subjects: Cross cultural relations; Emerging markets; Entrepreneurial management; Human resources management; Russia Supplementary Materials: Supplement (Field), (9-399-109), 1p, by Lynn Sharp Paine, Harold F. Hogan Jr.   Add   View  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).   Added   View  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   Add   View  13 pp.  Case — NFC in Mongolia Author(s): Lu Jiang; Michael Frechette; Dongmei Tu; Xia Wang; Marie Cheng Ivey ID: 9B09M009 Publication Date: 6/10/2009 Revision Date: 6/15/2009 Product Type: Case (Field) Teaching Note: 8B09M09 Geographic Setting: China; Mongolia Industry Setting: Metal Mining Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Human Resources Management; International Business; Cross Cultural Management Major Disciplines: Entrepreneurship; General Management; Human Resource Management; International Product Description: NFC was a state-owned company listed on the China stock exchange. It had operations in Zambia, Iran and Kazakhstan before entering into Mongolia. Most of the prior projects were turn-key operations. Mongolia was the first country in which it had an international joint venture (IJV). The joint venture (JV) agreement was signed in 1998. Due to many delays, it was not until 2005 that it finally started operating. In mid-2007, the Mongolian parliament notified the JV that its 5-year 0 per cent and 5-year 50 per cent of income tax term (starting from 2005) had been cancelled. Not only would it need to pay full tax starting from 2007, it had to pay the exempted tax amount from 2005 and 2006. Inside the JV, the union desired another pay raise despite the fact that salaries had been increased 10 per cent just six months ago. Outside the JV, local shipping companies threatened to block the factory gate if the JV did not sign a shipping contract with them on their terms.   Add   View  8 pp.  Case — JINJIAN GARMENT FACTORY: MOTIVATING GO-SLOW WORKERS Author(s): Huang T; Liang J; Beamish PW Description: Jinjian Garment Factory is a large clothing manufacturer based in Shenzhen with distribution to Hong Kong and overseas. Although Shenzhen had become one of the most advanced garment manufacturing centres in the world, managers in this industry stillhad few effective ways of dealing with the collective and deliberate slow pace of work by the employees, of motivating workers, and of resolving the problem between seasonal production requirements and retention of skilled workers. However, theowner and managing director of the company must determine the reasons behind the deliberately slow pace of the workers, the pros and cons of the piecework system and the methods he could adopt to motivate the workers effectively. Ivey Number: 9B04M033 Publication Date: 5/14/2004 Geographic Setting: China Industry Setting: Apparel and other Finished Products Company Size: Small organization Event Year Start: 1999 Subjects: Productivity; Work-Force Management; Entrepreneurship; Employee Attitude Level of Difficulty: Undergraduate/MBA Functional Area: General Management   Add   View  10 pp.  Case — VELSICOL EESTI AS (A): A U.S.-ESTONIAN JOINT VENTURE Berdrow I Velsicol Chemical Corporation, a global company focused on producing specialty chemicals, has formed a joint venture with the Estonian government called Velsicol Eesti AS that would produce benzoic acid. The plant that will produce this chemical waspreviously part of a conglomerate owned and controlled by the Russian government. When Estonia became an independent state this plant was passed on to the country which then privatized and sold a percentage of it to Velsicol. The newly appointedplant manager came from a benzoic plant outside the country and was responsible for government relations, cost management, liaison with the board of directors, performance standards and staffing. He must quickly put together a management team thatwould be familiar with the current operations and capable of working together to achieve the company’s goals. In order to do this, he needed to better understand the employees with whom he was working. A follow-up case, Velsicol Eesti AS (B), isavailable, (product 9B00M008), as well as a cultural note on Estonia, (product number 9B00M014). Ivey Number: 9B00M007 Publication Date: 16/05/2001 Geographic Setting: Estonia Industry Setting: Chemicals and Allied Products Company Size: Medium organization Event Year Start: 1998 Subjects: Organizational Behaviour, Joint Ventures, Leadership, International Business Functional Area: General Management   Add   View  11 pp.  Case — INTEL IN CHINA Slaughter KE; Everatt D; Xiaojun Q The newly appointed division head must examine organizational or communication problems within a division of a billion dollar semiconductor manufacturer. The manager made a decision, which an employee emotionally responded to, creating the potentialfor conflict within the department. Cross-cultural issues come into play given that the manager, although originally from China, was educated and gathered extensive experience in the West and was thus considered an expatriate by his employees. Themanager must also examine the effect of organizational culture on an employee’s behavior. Industry: Electric & Electronic Equipment Supplies Issues: Management Communication, Conflict Resolution, Intercultural Relations, Interpersonal Relations Location: China Size: Small organization Year of event: 1998 Level: Undergraduate/MBA Revised: 22/10/1999 Ivey #: 9A99C007    4. Ethics in International Business   Add   View  34 pp.  Text   Add   View  13 pp.  Case — Ethics of Offshoring: Novo Nordisk and Clinical Trials in Emerging Economies Author(s): Klaus Meyer Publication Date: 1/9/2009 Revision Date: 1/9/2009 Product Type: Case (Field) Teaching Note: 8B09M01 Ivey ID: 9B09M001 Geographic Setting: Denmark, Global Industry Setting: Chemicals and Allied Products Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Emerging Markets; Research and Development; Location Strategy; Ethical Issues Major Disciplines: General Management; International Product Description: The case outlines the conflicting ethical demands on a Danish pharmaceuticals company, Novo Nordisk, that is operating globally and is aspiring to high standards of corporate social responsibility. A recent report alleges that multinational pharmaceutical companies routinely conduct trials in developing countries under alleged unethical conditions. The company’s director reflects on how to respond to a request from a journalist for an interview. This triggers a discussion on the appropriate ethical principles and how to communicate them. As a company emphasizing corporate responsibility, the interaction with the media presents both opportunities and risks to Novo Nordisk. The case focuses on clinical trials that are required to attain regulatory approval in, for example, Europe and North America, and that are conducted at multiple sites around the world, including many emerging economies. Novo Nordisk has implemented numerous procedures to protect its various stakeholders, yet will this satisfy journalists and non-governmental organizations, and how should the company communicate with these stakeholders?   Add   View  4 pp.  Case — STATOIL IRAN Author(s): Lane HW; Wesley DTA Publication Date: 11/28/2005 Product Type: Case Ivey ID: 9B05C036 Geographic Setting: Iran/Norway Industry Setting: Oil & Gas Extraction Size: Medium organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Subjects: Management Behaviour; Energy; Ethical Issues; International Management Functional Area: Human Resource Management Product Description: Less than one year after being awarded a contract to develop one of the world’s largest offshore petroleum fields, Statoil‘s future in Iran appeared to be in jeopardy. Statoil was at the center of a corruption investigation that had resulted in the resignations of three of the company's top executives, including its CEO. The issue was alleged bribes paid by Horton Investments, on Statoil's behest, to secure lucrative petroleum development contracts. According to the Iranian government,Statoil used Horton to channel $15 million in secret bribes to unnamed government officials. Statoil's country manager, who had considerable experience in the region and was unaware of the secret deals, is left with the difficult task of trying tosalvage the operation and rebuild the social capital he had established between Statoil and its Iranian counterparts.   Add   View  12 pp.  Case — BROAD AIR CONDITIONING AND ENVIRONMENTAL PROTECTION Author(s): Zhi Yi He; Meng Sun; Paul W. Beamish Publication Date: 6/24/2004 Revision Date: 5/25/2007 Product Type: Case Ivey ID: 9B04M034 Geographic Setting: China Industry Setting: Electric & Electronic Equipment Supplies Size: Medium Year of Event: 2002 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Sustainable development; Energy; Environment; Corporate responsibility Major Disciplines: General Management; International Product Description: Broad Air Conditioning is a Chinese company with a proactive environmental attitude, but suffering from deteriorating financial results. The company founder and chief executive officer must decide whether to start producing electricity powered air conditioners to improve its financial results easily or stick to its ideal and only manufacture machines powered by heat. The major theme of this case is to understand corporate social responsibility, by discussing how an enterprise can find a way to harmonize the relationship between benefitting the company and protecting the environment, especially in developing countries.   Add   View  13 pp.  Case — NOTE ON INDIVIDUALS, CORPORATIONS AND SOCIETY Author(s): Bansal P; Earl M Publication Date: 11/23/2004 Abstract: The importance of responsible value creation is indisputable for society. How could we argue that the well-being of future generations is not important? The disagreement is with the role of corporations in this process. This technical note offerstwo sides of the argument of whether corporations should be involved in addressing societal issues. The purely economic argument says that a responsible corporation is one which fulfills its fiduciary duty to shareholders to maximize profits. Theethical argument is that corporations are morally obliged to "give back" to the societies in which they exist. Using a sustainability argument, this note shows that there does not have to be a trade-off between economics and ethics. There exists a compelling business case for corporations to operate in the overlapping area of our model where activities are both financially profitable and socially and environmentally responsible. Not only does this "middle ground" exist, but the activities inthis area are likely to generate long-term stable profits and result in a higher level of employee, shareholder and corporate well-being. Ivey Number: 9B04M072 Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Business and Society; Ethical Issues; Stakeholder Analysis; Corporate Responsibility   Add   View  18 pp.  Case — CAMECO IN KYRGYZSTAN: CORPORATE SOCIAL RESPONSIBILITY ABROAD Author(s): Pratima Bansal; John Scarfe; Richard Johnston Ivey ID: 9B03M063 Publication Date: 11/28/2003 Revision Date: 10/22/2009 Product Type: Case Teaching Note: 8B03M63 Geographic Setting: Canada/Kyrgyzstan Industry Setting: Metal Mining Size: Large Year of Event: 1998 Level of Difficulty: 4 - Undergraduate/MBA Subjects: International Business; Corporate Responsibility; Communications Major Disciplines: General Management; International Product Description: Based in Saskatoon, Canada, Cameco was the world’s largest uranium mining company. It had developed its policy for corporate social responsibility in northern Saskatchewan where it had its major mining operations and where there were a large indigenous population of Cree and Dene Indians. The issue centres on whether the same corporate social responsibility policy can be applied to the company‘s joint venture with the Kyrgyzstan government to operate a gold mine in eastern Kyrgyzstan. Complicating the decision was a chemical spill that had occurred several months before, and relations with citizens in nearby communities were at an all-time low. The joint venture's vice-president of human resources and corporate relations must decide which of the programs might be succesfully implemented in Kyrgyzstan, what new programs might need to be developed, and how best to communicate company policy to the local community.   Add   View  13 pp.  Case — TEXTRON LTD. Beer L Textron Ltd. is a family-owned manufacturer of cotton and sponge fabricated items. The company wants to expand its business with an offshore manufacturing enterprise that will fit with the company’s policy of caring for their employees and providingquality products. The company is looking at two options: a guaranteed outsourcing purchase agreement or a joint venture. After several meetings with offshore alliance candidates the vice-president of the company must analyse the cross-culturaldifferences to established corporate guidelines of global ethics and social responsibility that the company can use in their negotiations with a foreign manufacturing firm. Ivey Number: 9B01M070 Publication Date: 28/03/2002 Geographic Setting: China Industry Setting: Apparel and other Finished Products Company Size: Medium organization Event Year Start: 2000 Subjects: Ethical Issues, Business and Society, Developing Countries, International Business Functional Area: General Management   Add   View  12 pp.  Case — NES CHINA: BUSINESS ETHICS (A) Dietz J; Zhang X NES is one of Germany’s largest industrial manufacturing groups. The company wants to set up a holding company to facilitate its manufacturing activities in China. They have authorized representatives in their Beijing office to draw up the holdingcompany application and to negotiate with the Chinese government for terms of this agreement. In order to maximize their chances of having their application accepted, the NES team in Beijing hires a government affairs co-ordinator who is a nativeChinese and whose professional background has familiarized her with Chinese ways of doing business. NES‘s government affairs co-ordinator finds herself in a difficult position when she proposes that gifts should be given to government officials in order to establish a working relationship that will better NES's chance of having its applicationapproved. This method of doing business is quite common in China. The other members of the NES team are shocked at what would be considered bribery and a criminal offence in their country. The co-ordinator must find a practical way to bridge thegap between working within accepted business practices in China and respecting her employers' code of business ethics. The complementary (B) case (9B01C030) gives a brief summary of the eventual solution to this problem. Ivey Number: 9B01C029 Publication Date: 18/10/2001 Geographic Setting: China Industry Setting: Miscellaneous Manufacturing Industries Company Size: Large organization Event Year Start: 1998 Subjects: Ethical Issues, Cross Cultural Management, International Business, Management Behaviour Functional Area: Human Resource Management    5. International Trade Theory   Added   View  42 pp.  Text   Add   View  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   Add   View  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   Add   View  18 pp.  Case — Dabur India Ltd. - Globalization Author(s): Niraj Dawar; Ramasastry Chandrasekhar Ivey ID: 9B09A017 Publication Date: 6/26/2009 Product Type: Case (Field) Teaching Note: 8B09A17 Geographic Setting: India Industry Setting: Wholesale Trade - Durable Goods Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: International Business; Growth Strategy Major Disciplines: General Management; International; Marketing Product Description: Dabur, an Indian consumer package goods company, had established a strong brand equity in India by offering, for decades, a vast portfolio of over-the-counter products. In seeking international expansion in 1987, it first took the export route. It also "followed" the customer, targeting the Indian diaspora in the Middle East, Africa and the United States, already familiar with the brand. By 2006, Dabur had set up five manufacturing facilities outside India. In June 2007, Dabur had to make, in countries such as Nigeria for example, some critical choices. It had to choose between sticking to the diaspora, a market it understood best, and targeting the mainstream population. It had to choose its growth options between categories like personal care, in which it had built up competencies, and categories such as oral care and home care, which were the new engines of growth in its international markets but in which the company had no track record, either on the home front or overseas. The case study helps students deal with issues of growth and consolidation in a global market from the perspective of the company’s chief executive officer and the head of its international operations.   Add   View  5 pp.  Case — MALAYSIA’S MULTIMEDIA DEVELOPMENT CORPORATION (B) Author(s): David W. Conklin; Danielle Cadieux Ivey ID: 9B06M057 Publication Date: 9/21/2009 Product Type: Supplement Teaching Note: 8B06M57 Geographic Setting: Malaysia Industry Setting: Business Services Size: Large Year of Event: 1996 Level of Difficulty: 4 - Undergraduate/MBA Subjects: International Business; Government and Business; Business Policy Major Disciplines: General Management; International Product Description: For the first five years, Malaysia’s Multimedia Development Corporation (MDC) pursued its original mission and vision, seeking to create a research and design corridor (Multimedia Super Corridor - MSC) that would be at the leading edge of the new economy. However, many analysts criticized key elements of the MDC. Some analysts feared that civil servants lacked the technical capability. Others feared the MDC lacked the ability to encourage a risk-taking culture. Many pointed to the lack of entrepreneurial activity. Stan Shih concluded that there were simply not enough knowledge workers in Malaysia. By 2003, the MDC had shifted its focus to the development of labor-intensive IT-related activities at the low end of value chains, taking advantage of Malaysia‘s low costs and its geographical position as a potential Asian hub. This is a supplement to Malaysia's Multimedia Development Corporation (A), product 9A98G001.    6. The Political Economy of International Trade   Added   View  36 pp.  Text   Add   View  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   Add   View  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   Add   View  17 pp.  Case — China’s Trade Disputes Author(s): David W. Conklin; Danielle Cadieux Ivey ID: 9B09M018 Publication Date: 3/9/2009 Revision Date: 8/5/2009 Product Type: Case Teaching Note: 8B09M18 Geographic Setting: China Size: Not Applicable Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Globalization; Government and Business; International Business Major Disciplines: General Management; International Product Description: By 2009, China’s exports had increased dramatically from $250 billion in 2000 to a projected $1,500 billion in 2009. This enormous growth of exports severely damaged competing businesses in the advanced nations, particularly the United States and Europe. China‘s entry into the World Trade Organization (WTO) in 2001 guaranteed China's right to export to these nations, but at the same time the WTO required China to adhere to certain rules that sought to support fair trade and create a level playing field. Several broad subjects each gave rise to a series of trade disputes: the protection of intellectual property, health and safety concerns about China's products, labour and environmental standards, China's manipulation of their currency, and costs and prices determined by the government rather than free markets. This case examines each set of trade disputes and China's attempts to resolve them. Many disputes were embedded in cultural practices and ideological positions and so they might not disappear quickly. Shortcomings in China's legal and judicial system hampered enforcement. In addition, many rested on the government's desire to protect the interests of Chinese businesses and their employees, and so China might alter its practices only if confronted with credible retalitory threats. China's central government experienced the "principal-agent" problem where its wishes and decisions could be ignored by local governments and firms. Meanwhile,   Add   View  24 pp.  Case — BEIJING JEEP CO. AND THE WTO Tan J; Young MN Beijing Jeep Corporation Ltd. was one of the first joint ventures between an American company, DaimlerChrysler Corporation and a Chinese enterprise, Beijing Automotive Works. Early in its operations, Beijing Jeep was given preferential treatment on tariffs and foreign exchange, and had spent many years developing relationships with senior government officials that protected them from import competition. After several years of negotiations, there was an agreement of terms for China to enter intothe World Trade Organization. Terms of this agreement called for a steep reduction in tariffs for imported automobiles, which would lower entry barriers to the Chinese automotive industry, thus creating more competition for the company. Tariffs oncomponents imported from the United States would also be reduced but this would not be enough to offset the flood of imported vehicles into the market. Entry into the World Trade Organization would mean a lot of changes, and Beijing Jeep mustdetermine whether they should continue focusing on the relationships they have built with the government, or approach their joint venture partner for additional support. Ivey Number: 9B01M061 Publication Date: 17/10/2001 Revision Date: 30/04/2002 Geographic Setting: China Industry Setting: Transportation Equipment Company Size: Large organization Event Year Start: 2000 Subjects: Automotive, Cross Cultural Management, Manufacturing, Partnership Functional Area: General Management   Add   View  16 pp.  Case — CANADIAN AUTO TARIFF DEBATE Tiessen JH In 1998 it appeared that Japanese auto companies could be forced to pay duty on their non-NAFTA imports into Canada. The U.S. Big Three auto makers (GM, Ford and Chrysler), in contrast did not have to pay such a tariff on their offshore imports suchas those made by Ford-owned Jaguar (United Kingdom) and GM’s Saab (Sweden). The Japanese and U.S. firms were treated differently because of the 1966 Auto Pact that made all Big Three imports duty-free. However, in the early 1980‘s, in order toencourage auto investment, the Canadian government granted virtual Auto-Pact status to Japanese firms (Toyota and Honda) that located in Ontario. This eliminated tariffs on the Japan-made models they sold in Canada. Public debate arose during theFree Trade Agreement (1989) and North American Free Trade Agreement (1994) trade negotiations. The U.S., under the Big Three influence, pushed Canada to withdraw the Pact-like benefits it used to attract the Japanese factories. Canada eventuallycomplied with the U.S. demands, while leaving the Pact in place for U.S. automakers. This led the Japanese government to challenge the fairness of the proposed tariff at the World Trade Organization (WTO). While waiting for the WTO process tounfold, the Japanese and U.S. automakers were considering how to respond to the forthcoming judgement. Ivey Number: 9B01M034 Publication Date: 9/8/2001 Geographic Setting: Canada/USA/Japan Industry Setting: Wholesale Trade - Durable Goods Company Size: Large organization Event Year Start: 1998 Subjects: International Trade, Negotiation, Government and Business, Tariffs Functional Area: General Management    7. Foreign Direct Investment   Added   View  36 pp.  Text   Add   View  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   Add   View  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   Add   View  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   Add   View  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   Add   View  16 pp.  Case — Rodamas Group: Designing Strategies for Changing Realities in Emerging Economies Author(s): Marleen Dieleman; Shawkat Kamal Ivey ID: 9B09M049 Publication Date: 6/25/2009 Product Type: Case (Field) Teaching Note: 8B09M49 Geographic Setting: Indonesia Industry Setting: Miscellaneous Manufacturing Industries Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Emerging Markets; Strategic Change; Strategic Scope; Joint Ventures Major Disciplines: General Management; International Product Description: The case narrates the story of the Rodamas Group, owned by the ethnic Chinese Tan family in Indonesia. The company started as a trading firm in 1951 and, over time, became a joint venture partner in manufacturing businesses with a range of mainly Japanese partners after Indonesia started to embark on an industrialization program in the late 1960s. In the 1980s, the company was slowly transferred to the second generation leader, and continued to grow and prosper until it became part of the top-20 business groups in Indonesia. The businesses included glass manufacturing (with Asahi), personal care products (with Kao), packaging (with Dai Nippon) and MSG production. The role of Rodamas in these partnerships was to deal with local regulations, hire local personnel and distribute the products in Indonesia. When the then President Suharto was toppled in the Asian Crisis in 1998, Indonesia underwent several drastic changes, including the transition to democracy. Its economy became more open, and foreign firms were allowed to operate in the country without having a local partner. In addition, several global business developments, including the tendency of multinationals to rely on lawyers and consultants rather than local equity partners, threatened the Rodamas business model. In view of this, the current leader, Mucki Tan, is reconsidering the future of his company and weighing a few options. The case ends with the   Add   View  10 pp.  Case — COMPETING BY THE BOOK: DESTINATION CHINA Author(s): Bouquet C; Hawkins W; Wegener JJ Publication Date: 10/28/2005 Product Type: Case Ivey ID: 9B05M061 Geographic Setting: China Industry Setting: Printing, Publishing & Allied Industries Size: Small organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Subjects: Internationalization; Strategic Planning; Strategic Alliances; Managing a Small Firm Functional Area: General Management Product Description: Lingo Media is a leading publisher of English language learning programs in China. But market share leadership hasn’t come easily for the Canadian-based company, and doesn‘t equate with impressive sales or tangible profitability. Described is thecompany's learning journey in China and looks at the lessons learned on choosing the right alliance partner, tailoring products to unique local Chinese customers, and what unique resources are necessary to successfully do business in 21st centuryChina.   Added   View  20 pp.  Case — VINCOR AND THE NEW WORLD OF WINE Author(s): Beamish PW; Celly N Publication Date: 1/14/2004 Revision Date: 11/7/2005 Product Type: Case Ivey ID: 9B04M001 Geographic Setting: Canada/Australia/USA Industry Setting: Food and Kindred Products Size: Large organization Year of Event: 2002 Level of Difficulty: Undergraduate/MBA Subjects: Acquisitions; Market Entry; Growth Strategy; Internationalization Functional Area: General Management Product Description: Vincor International Inc. was Canada’s largest wine company and North America‘s fourth largest in 2002. The company had decided to internationalize and as the first step had entered the United States through two acquisitions.The company's chief executive officer felt that to be among the top 10 wineries in the world, Vincor needed to look beyond the region. To the end, he was considering the acquisition of an Australian company, Goundrey Wines. He must analyze thestrategic rationale for the acquisition of Goundrey as well as to probe questions of strategic fit and value.   Add   View  15 pp.  Case — CIBC-BARCLAYS: ACCOUNTING FOR THEIR MERGER Author(s): Campbell A; Reynolds N Publication Date: 3/7/2005 Industry: Banking Abstract: The Canadian Imperial Bank of Commerce (CIBC) and Barclays Bank PLC have signed an agreement to combine their retail, corporate and offshore banking operations in the Caribbean to create FirstCaribbean International Bank. In principle, it appearedthat both parties were agreeing to a combination of their assets to form a new entity, in which case a new holding company could be constituted to absorb the assets being merged. Alternately, as Barclays interest in the merger was substantiallygreater than that of CIBC, the transaction could be construed as an outright purchase of the CIBC interests by Barclays. The problem with this second approach, however, was that Barclays Caribbean presently had no separate legal form in the region.This case illustrates the procedures for accounting for mergers and acquisition, and lends itself to discussion on a myriad of issues and concepts. This case may be taught on a stand alone basis or in combination with any of the four additionalcases which deal with various functional issues regarding the actual merger/integration which occurred. The four additional cases are Harmonization of Compensation and Benefits for FirstCaribbean Bank, product 9B04C053; Information Systems atFirstCaribbean: Choosing a Standard Operating Environment, product 9B04E032; CIBC-Barclays: Should Their Caribbean Operations be Merged?, product 9B04M067; and Note on Banking in the Caribbean, product 9B05M015. Ivey Number: 9B04B022 Geographic Location: Barbados Company Size: Large organization Year of Event: 2001 Level of Difficulty: Undergraduate/MBA Functional Area: Accounting Subjects: Accounting - Tax; Accounting - Transactions; Mergers & Acquisitions; Integration    8. Regional Economic Integration   Added   View  34 pp.  Text   Add   View  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   Add   View  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).   Add   View  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   Add   View  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   Add   View  17 pp.  Case — Talisman Energy Inc.: The Decision to Enter Iraq Author(s): Pratima Bansal; Natalie Slawinski Ivey ID: 9B09M035 Publication Date: 5/13/2009 Revision Date: 7/2/2009 Product Type: Case Teaching Note: 8B09M35 Geographic Setting: Canada; United States; Iraq; Sudan Industry Setting: Oil & Gas Extraction Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Sustainable Development; Political Environment; Risk Management; Corporate Responsibility Major Disciplines: General Management; International Product Description: In June 2008, the chief executive officer of Talisman Energy Inc. (Talisman) and his senior executive team met with the company?s board of directors. The purpose of this meeting was to debate Talisman?s proposed entry into the oil-rich Kurdistan region of Iraq. This move was potentially very lucrative for Talisman but was fraught with risks. These risks were exacerbated by Talisman?s previous foray into Sudan; during that expansion Talisman had been accused of complicity in human-rights abuses, stemming from industry-accepted royalties and fees it had paid to the government. This payment of fees was held as an example by public interest groups to allege that Talisman was indirectly funding the Sudanese civil war. Talisman?s reputation had suffered to the point where the ire of investors and U.S. and Canadian governments was sufficient for Talisman to exit Sudan in 2003. There were many questions about the proposed move to Iraq, including the political situation, the views of the U.S. and Canadian government, and especially the US$220 million fee payable to the Kurdistan Regional Government. Should Talisman enter Iraq, and if so, could they avoid experiencing the same outcome as Sudan?   Add   View  7 pp.  Case — AIG and China’s Accession to the WTO Author(s): Jean-Philippe Bonardi; Tony S. Frost Ivey ID: 9B02M021 Publication Date: 10/29/2002 Product Type: Case (Library) Teaching Note: 8B02M21 Geographic Setting: China Industry Setting: Insurance and Pension Funds Size: Large Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA Subjects: International Management; Trade Agreements; Political Environment Major Disciplines: General Management; International Product Description: AIG is an American insurance company. A trade dispute between the United States and the European Union threatens to block the accession of China to the World Trade Organization, and AIG plays a role - it is the only foreign firm to own fully-controlled subsidiaries in China. The disagreement concerns what will happen to these existing subsidiaries, as well as potential new ones that AIG might seek to establish in China in the future. What are the issues from the perspective of each of the stakeholders and what options are available that will resolve this dispute?   Add   View  18 pp.  Case — CAMPBELL SOUP COMPANY LTD. Author(s): Crossan MM; Mark K Description: The president and chief executive officer of a large food manufacturer is preparing his company’s strategic agenda for the next five years. One of the top five food manufacturers in Canada, the company went public and restructured its managementteam six years ago. The efforts were successful, resulting in an increase in the company‘s market share. Recent food industry trends, however, added "box" stores and private label brands to the domestic competition. At the same time, the terms ofthe Canada-U.S. Free Trade Agreement are expected to abolish food-related tariffs within two years, opening up competition from across the border. While the company has experienced success in the past five years, the president and chief executiveofficer needs a strategic plan that will take the company to the next level. Ivey Number: 9B02M006 Publication Date: 4/25/2002 Revision Date: 5/6/2004 Geographic Setting: Canada Industry Setting: Food and Kindred Products Company Size: Large organization Event Year Start: 1989 Subjects: Strategy Development; Crisis Management; Communications; Change Management Level of Difficulty: Undergraduate/MBA Functional Area: General Management    9. The Foreign Exchange Market   Added   View  32 pp.  Text   Add   View  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   Add   View  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   Add   View  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   Add   View  7 pp.  Case — Leveraged Buyout (LBO) of BCE Inc.: Hedging Currency Risk Author(s): Colette Southam; Ahsen Amir-Ali; Samir Meghji Publication Date: 1/20/2009 Product Type: Case (Library) Teaching Note: 8B08N23 Ivey ID: 9B08N023 Geographic Setting: North America Industry Setting: Communications Industry Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Derivatives; Options; Hedging Major Disciplines: Finance; International Product Description: In 2007, an analyst in the derivatives group of investment bank Grenfeld & Co. was asked to devise a hedging strategy for Providence Equity Partners (Providence) in Bell Canada Enterprises (BCE Inc.). Providence was based in the United States and any strategy would involve significant foreign exchange rate risk due to the conversion of returns into U.S. dollars. The analyst needed to consider several long-term hedging strategies that Grenfeld & Co. could recommend to Providence. Her vice-president had asked that she create a hedging strategy by initially assuming a 25 per cent IRR for the investment and its performance, based on two outcomes at the end of the investment (investment horizon = five years): a zero per cent IRR and a 25 per cent IRR.   Add   View  3 pp.  Case — ING and Global Financial Integration (B) Author(s): David W. Conklin; Danielle Cadieux Publication Date: 4/1/2008 Product Type: Case (Library) Teaching Note: 8B08M27 Ivey ID: 9B08M027 Geographic Setting: Global Size: Large Year of Event: 2008 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Globalization; Government Regulation; Financial Institutions Major Disciplines: General Management; International Product Description: Global financial markets had changed dramatically in the decade following the ING (A) case, product # 9A99M022. This (B) case points to the nature of these changes, creating an opportunity for students to discuss them. Meanwhile, ING had also altered its global strategy, eliminating its attempts to create a global investment bank, and focusing its activities on specific financial sectors, each of which reported directly to head office. This new structure enabled ING head office to maintain closer control over its numerous local institutions. Students can analyze alternative potential strategies for ING in the context of the major financial changes. The (B) case presents summaries of: the 2007-08 global financial crisis; the attempts, like Basel II, to establish global reserve requirements; the economic prospects of the European Union and emerging markets; and ING Direct’s success in e-banking.   Add   View  21 pp.  Case — DHARMALA MANULIFE - A MARKETING STRATEGY Author(s): John S. Hulland; Donna Everatt Ivey ID: 9A99A022 Publication Date: 2/9/2000 Revision Date: 1/12/2010 Product Type: Case Teaching Note: 8A99A22 Geographic Setting: Indonesia Industry Setting: Insurance and Pension Funds Size: Large Year of Event: 1998 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Market strategy; Sales strategy; Sales management; New products Major Disciplines: International; Marketing Product Description: The president director of Dharmala Manulife, a large, successful Canadian-Indonesian joint venture life insurance company, faced a significant disruption to operations due to social unrest in Jakarta. Moreover, the Asian financial crisis had resulted in a massive devaluation of the rupiah, in terms of the U.S. dollar. Thus, premiums on U.S.-dollar denominated policies had become prohibitively expensive almost overnight. Policy surrenders, redemptions, and lapses were occurring at an alarming rate. This erosion of the company’s client base also meant that sales agents (who worked solely on commissions) were not only losing clients, but were also facing a tremendous challenge in writing new policies in light of the economic, political, and social chaos. Given the external situation, the president director and his senior management team were forced to develop effective strategic marketing decisions. The case asks students to consider the marketing plan for the launch of a new product designed to address the market realities and how to manage the commissioned salesforce in light of the disruption to operations.    10. The International Monetary System   Added   View  34 pp.  Text   Add   View  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   Add   View  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   Add   View  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   Add   View  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   Add   View  4 pp.  Case — Ministry of Finance, Japan Author(s): David M. Currie; Laurel Adams Publication Date: 5/6/2008 Product Type: Case (Library) Teaching Note: 8B01M24 Ivey ID: 9B08M013 Geographic Setting: Thailand Industry Setting: Executive, Legislative & General Gov. Size: Not Applicable Year of Event: 1997 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Developing Countries; Government and Business; Economic Conditions; Exchange Rates Major Disciplines: General Management; International Product Description: In June 1997, the Bank of Thailand must decide whether to continue or to abandon the peg of the baht to the U.S dollar. Recent economic performance in Thailand has caused speculation that the central bank will abandon the currency peg, but the bank’s stated policy for many years has been that it will maintain the peg. Background about the Thai economy is presented in the core case, product 9B01M025. Other cases enable students to play roles of importer, exporter, investor, lender, currency speculator, the International Monetary Fund, Japan‘s Ministry of Finance and the Bank of Thailand. The teaching purpose is to provide students with an understanding of the forces influencing a decision about the appropriate policy relating to exchange rates.   Add   View  22 pp.  Case — THAILAND, 1997 Currie DM For most of the 1990’s, Thailand‘s economy was one of the fastest growing in the world. Thailand was popular with foreign investors, and the country's currency was stable due to the central bank's currency peg. However, overspeculation, highinterest rates, lower than expected exports and job losses were causing speculation that the central bank would abandon the currency peg. The Bank of Thailand must decide whether to continue or to abandon the peg of the baht to the U.S. dollar. Wasthe country through the worst of the economic problems or was there more to come? The supplementary cases enable role plays designed to provide an understanding of the forces influencing a decision about appropriate monetary policy as importer(9B01M022 - Exclusive Autos of Bangkok), exporter (9B01M023 - Thai Shoes PCL), investor (9B01M027 - International Assets Investment Company), lender (9B01M026 - Hokkaido Bank), currency speculator (9B01M029 - Quantile Investment Fund), the IMF(9B01M028 - International Monetary Fund), and the Bank of Thailand (9B01M025 - Bank of Thailand in June 1997). Ivey Number: 9B01M024 Publication Date: 27/09/2001 Geographic Setting: Thailand Industry Setting: Executive, Legislative & General Gov. Event Year Start: 1997 Subjects: Government and Business, Developing Countries, Economic Conditions, Exchange Rates Functional Area: General Management   Add   View  3 pp.  Case — INTERNATIONAL MONETARY FUND Author(s): David M. Currie Publication Date: 9/27/2001 Revision Date: 3/28/2008 Product Type: Case Teaching Note: 8B01M24 Ivey ID: 9B01M028 Geographic Setting: Thailand Industry Setting: Executive, Legislative & General Gov. Year of Event: 1997 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Developing Countries; Government and Business; Exchange Rates; Economic Conditions Major Disciplines: General Management; International Product Description: This role play supplement to Thailand, 1997 (product 9B01M024), discusses the International Monetary Fund conditions that will be put in effect should Thailand request assistance.   Add   View  24 pp.  Case — HONG KONG DOLLAR PEG (REVISED) Sapp S; White RW; Asdhir S The financial uncertainty in Hong Kong and Asia from mid-1997 to mid-1998 was caused in part by the “Asian flu” and the return of Hong Kong to the People’s Republic of China. A large North American-based insurance company was faced with the decisionof managing its Asian assets in light of this uncertainty, especially the possible breaking of the peg between the Hong Kong dollar and the U.S. dollar. As the vice-president of capital markets at Manulife Financial contemplated what strategy hewould recommend to the senior executive group, he considered the concepts of fixed/pegged exchange rates and the use of different strategies to manage the risks, as well as the potential profit opportunities that may arise when a fixed/peggedexchange rate is under attack and may break. Ivey Number: 9B00N027 Publication Date: 30/01/2001 Geographic Setting: Hong Kong Industry Setting: Insurance and Pension Funds Company Size: Large organization Event Year Start: 1998 Subjects: International Finance, Exchange Rates, Risk Management, Economic Conditions Functional Area: Finance    11. The Strategy of International Business   Add   View  38 pp.  Text   Add   View  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   Add   View  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   Added   View  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   Added   View  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   Add   View  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   Add   View  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   Add   View  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   Add   View  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   Add   View  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   Add   View  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   Add   View  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   Add   View  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.”   Add   View  11 pp.  Case — Scotts Miracle-Gro: The Spreader Sourcing Decision Author(s): John Gray; Michael Leiblein; Shyam Karunakaran Publication Date: 11/14/2008 Product Type: Case (Field) Teaching Note: 8B08M78 Ivey ID: 9B08M078 Geographic Setting: United States, China Industry Setting: Rubber & Miscellaneous Plastics Products; Miscellaneous Manufacturing Industries Size: Large Year of Event: 2007 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Supply Chain Management; Operations Strategy; Globalization; Outsourcing; Operations Management; Human Resources Management Major Disciplines: General Management; International Product Description: The Scotts Miracle-Gro company is the world’s largest marketer of branded consumer lawn and garden products, with a full range of products for professional horticulture as well. Headquartered in Marysville, Ohio, the company is a market leader in a number of consumer lawn and garden and professional horticultural products. The case describes a series of decisions regarding the ownership and organization of the assets used to manufacture fertilizer spreaders. This case is intended to illustrate the application of and tradeoffs between financial, strategic and operations perspectives in a relatively straightforward manufacturing "make-buy" decision. The case involves a well-known, easily-described product that most students would assume is made overseas. Sufficient information is provided to roughly estimate the direct financial cost associated with internal (domestic) production, offshored (non-domestic) production and outsourced production. In addition, information is included that may be used to estimate potential transaction costs as well as costs associated with foreign exchange risk.   Add   View  9 pp.  Case — STRATEGIC ALLIANCES THAT WORK: SHOULD YOU BUILD A STRATEGIC ALLIANCE Author(s): Micheal Kelly; Jean-Louis Schaan Ivey ID: 9B05M022 Publication Date: 2/22/2005 Revision Date: 10/1/2009 Product Type: Case Level of Difficulty: 4 - Undergraduate/MBA Subjects: Competitiveness; Alliances; Joint Ventures Major Disciplines: General Management Product Description: This note is part of a series entitled Strategic Alliances That Work. It provides guidelines to determine whether an alliance is an appropriate vehicle to pursue business objectives. Specifically, it covers areas such as the strategic rationale for the alliance, the identification of competence and resource gaps in relation to strategic objectives, and a firm’s readiness to enter a collaborative arrangement. Related cases Strategic Alliances That Work: Selecting the Right Partner, Strategic Alliances That Work: Negotiating and Designing an Alliance and Strategic Alliances That Work: Implementing Winning Conditions, products 9B05M023, 9B05M024 and 9B05M025 are also available.   Add   View  23 pp.  Case — BOMBARDIER TRANSPORTATION AND THE ADTRANZ ACQUISITION Author(s): Morrison A; Barrett D Description: Bombardier Transportation, one of the world’s largest manufacturers of passenger rail cars, has successfully negotiated the purchase of Adtranz, a large European manufacturer of rail equipment. The newly appointed chief executive officer has beenbrought in to manage the acquisition. The new CEO faces many challenges including decisions about the pace of integration, location of headquarters, organization structure, personnel retention and personal management style. Students may use thiscase to discuss post-acquisition strategy and how fast companies should move to integrate acquisitions. Ivey Number: 9B04M023 Publication Date: 5/14/2004 Revision Date: 6/15/2004 Geographic Setting: Canada/European Union Industry Setting: Railroad Transportation Company Size: Large organization Event Year Start: 2001 Subjects: Mergers & Acquisitions; Management in a Global Environment; Management Decisions; Change Management Level of Difficulty: Undergraduate/MBA Functional Area: General Management   Add   View  17 pp.  Case — KODAK’S HEALTH IMAGING DIVISION IN ASIA (A) DeMartino R Kodak’s Health Imaging division is the second largest business unit within Kodak, a worldwide provider of consumer, professional and health imaging products. The regional manager of the Health Imaging division is preparing her presentation for thecompany‘s senior management retreat. The East Asian Crisis and its impact on the division are on the agenda. The regional manager reflects on the magnitude of the crisis, and she wonders if the company's responses were reactive instead ofstrategic.There will be some tough questions to rake through at the meeting. Did the Health Imaging department respond effectively to the crisis? Is Kodak better off because of the crisis? What will the short-term and long-term effects be? Will Kodak'sresponse to the East Asian Crisis preserve customer relationships for the years to come? Information pertaining to Health Imaging's strategic view of the region, the company's organizational structure and the levers employed by Kodak in response tothe crisis all serve to produce some answers for the division's future consideration. A supplementary (B) case is available, product 9B01M056. Ivey Number: 9B01M055 Publication Date: 27/09/2001 Geographic Setting: Asia Industry Setting: Measuring & Analyzing Instruments Company Size: Large organization Event Year Start: 1999 Subjects: International Marketing, International Business, Pricing Strategy, Foreign Exchange Functional Area: General Management    12. Entering Foreign Markets   Add   View  26 pp.  Text   Add   View  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   Add   View  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   Added   View  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   Add   View  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   Add   View  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   Add   View  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   Added   View  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   Add   View  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   Add   View  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.   Add   View  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   Add   View  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   Add   View  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.   Add   View  13 pp.  Case — CAMERON AUTO PARTS (A) — REVISED Author(s): Crookell H; Beamish PW Publication Date: 1/11/2006 Product Type: Case Ivey ID: 9B06M015 Geographic Setting: US/United Kingdom Industry Setting: Transportation Equipment Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Subjects: International Business; Exports; Licensing; Corporate Strategy Functional Area: General Management Product Description: This case is about a small American auto parts producer trying to diversify his way out of dependence on the major automakers. A promising new product is developed and the company gets a chance to license it to a Scottish manufacturer. The issue ofwhether to license or go it alone in international markets is central to the case. (A sequel to this case is available titled Cameron Auto Parts (B) - Revised, case 9B06M016.)   Add   View  11 pp.  Case — CAMERON AUTO PARTS (B) — REVISED Author(s): Crookell H; Beamish PW Publication Date: 1/11/2006 Product Type: Case Ivey ID: 9B06M016 Geographic Setting: US/Australia/EU Industry Setting: Transportation Equipment Level of Difficulty: Undergraduate/MBA Subjects: Joint Ventures; Licensing; International Business; Corporate Strategy Functional Area: General Management Product Description: Two years after signing a license agreement in the U.K., the company now faces an opportunity to establish with another firm a joint venture in France for the European market. However, the prospect upsets the U.K. licensee who is clearly doing verywell, and who even wants Cameron to consider joint venturing with him in Australia. The case ends with Cameron, run off its feet in North America, trying to decide whether to enter Europe via licensing, joint venture or direct investment. (This caseis a sequel to Cameron Auto Parts (A) - Revised, case 9B06M015.)   Add   View  20 pp.  Case — NOTE ON INTERNATIONAL LICENSING Author(s): Beamish PW Publication Date: 11/28/2005 Product Type: Case Ivey ID: 9B06M005 Year of Event: 2005 Level of Difficulty: Undergraduate/MBA Subjects: Internationalization; Technology Transfer; Licensing; Corporate Strategy Functional Area: General Management Product Description: Licensing is a strategy for technology transfer; and an approach to internationalization that requires less time or depth of involvement in foreign markets, compared to exports, joint ventures, and foreign direct investment. This note examines when licensing is employed, risks associated with it, intellectual property rights, costs of licensing, unattractive markets for licensing, and the major elements of the license agreement.   Add   View  21 pp.  Case — SUN LIFE FINANCIAL: ENTERING CHINA Author(s): Paul W. Beamish; Ken Mark; Jordan Mitchell Publication Date: 12/20/2004 Revision Date: 2/15/2007 Product Type: Case Ivey ID: 9B04M066 Geographic Setting: Canada/China Industry Setting: Insurance and Pension Funds Size: Large Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Market Entry; International Business; Risk Analysis; Joint Ventures Major Disciplines: General Management; International Product Description: Sun Life Financial is a large insurance conglomerate with $14.7 billion in annual revenues. The vice-president for China must formulate an approach for his company’s entrance into China. Sun Life has achieved two important milestones: the right to apply for license and the signing of a Memorandum of Understanding for Joint Venture with China Everbright, a local securities company. The financial vice-president must consider strategic options for entry and choose a city in which to focus his efforts in getting a license. In doing so, he needs to consider Sun Life‘s overall priorities, strategic direction and how he will sell the concept to senior management in Canada. Intended for use in an introduction to international business course, the case includes assessing internal capabilities against an environmental scan, formulating strategy and making operational decisions relating to city selection. It also introduces the idea of joint venture management and government relations.   Add   View  25 pp.  Case — ELI LILLY IN INDIA: RETHINKING THE JOINT VENTURE STRATEGY Author(s): Charles Dhanaraj; Paul W. Beamish; Nikhil Celly Publication Date: 5/14/2004 Revision Date: 9/5/2008 Product Type: Case Teaching Note: 8B04M16 Related Material: 7B04M016 Ivey ID: 9B04M016 Geographic Setting: India/United States Industry Setting: Chemicals and Allied Products Size: Large Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Joint Ventures; International Management; Emerging Markets; Strategic Alliances Major Disciplines: General Management; International Product Description: Eli Lilly and Company is a leading U.S. pharmaceutical company. The new president of intercontinental operations is re-evaluating all of the company’s divisions, including the joint venture with Ranbaxy Laboratories Limited, one of India‘s largest pharmaceutical companies. This joint venture has run smoothly for a number of years despite their difference in focus, but recently Ranbaxy was experiencing cash flow difficulties due to its network of international sales. In addition, the Indian government was changing regulations for businesses in India, and joining the World Trade Organization would have an effect on India's chemical and drug regulations. The president must determine if this international joint venture still fits Eli Lilly's strategic objectives.    13. Exporting, Importing, and Countertrade   Add   View  24 pp.  Text   Added   View  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   Added   View  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   Add   View  5 pp.  Case — EXPORTING TO GHANA Author(s): Sharp DJ; Mark K Publication Date: 1/31/2005 Industry: Forest Industry Abstract: A loan assessment officer at Export Development Canada is evaluating a proposed deal involving the export of refurbished machines used in the foresty industry. He must decide whether Export Development Corporation should extend loans to a foreignfirm that is interested in purchasing from a Canadian supplier. Issues include international business risk and the role of an export development agency in facilitating a country’s exports. Ivey Number: 9B05B006 Geographic Location: Canada Company Size: Small organization Year of Event: 2001 Level of Difficulty: Undergraduate/MBA Functional Area: Accounting Subjects: Exports; Uncertainty; Forestry; Risk Analysis   Add   View  12 pp.  Case — Selkirk Group In Asia (Condensed) Author(s): Paul W. Beamish; Lambros Karavis Ivey ID: 9B02M041 Publication Date: 11/29/2002 Product Type: Case (Field) Teaching Note: 8A99M03 Geographic Setting: Australia/Asia Industry Setting: Stone, Clay, Glass and Concrete Products Size: Medium Year of Event: 1998 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Exports; International Business; International Marketing; Organizational Structure Major Disciplines: General Management; International Product Description: Selkirk Group is a family-owned brick manufacturer which has built an export business to Japan and other Asian markets from zero to 10% of its volume in seven years. The managing director of the company raises the question of whether it is time to change their regional export strategy and organizational structure in light of the Asian economic crisis and the reasons for their competitive success in both Australia and Asia.    14. Global Production, Outsourcing, and Logistics   Add   View  26 pp.  Text   Add   View  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.   Add   View  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   Add   View  14 pp.  Case — PALLISER FURNITURE LTD.: THE CHINA QUESTION Author(s): Beamish PW; Tang J Description: Palliser is Canada’s second largest furniture company. The company has production facilities in Canada, Mexico and Indonesia, and experimented with cutting and sewing leather in China. The company is looking at further expanding the relationshipwith China. Ever since Palliser set up a plant in Mexico, the company had faced increasing competitive pressure from Asia, especially from China. The president of Palliser must decide what form this relationship should follow, should it be aninvestment, either wholly or partly owned, or should it be through subcontracting? Ivey Number: 9B04M005 Publication Date: 4/3/2004 Geographic Setting: Canada/Mexico/China Industry Setting: Furniture and Fixtures Company Size: Medium organization Event Year Start: 2003 Subjects: Expansion; Plant Location; Imports; Outsourcing Level of Difficulty: Undergraduate/MBA Functional Area: General Management   Add   View  17 pp.  Case — Huxley Maquiladora Author(s): Paul W. Beamish; Jaechul Jung; Joyce Miller Ivey ID: 9B02M033 Publication Date: 11/29/2002 Product Type: Case (Gen Exp) Teaching Note: 8B02M33 Geographic Setting: Mexico/USA Industry Setting: Machinery except Electrical Size: Large Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Plant Location; Third World; Subsidiaries; Corporate Strategy Major Disciplines: General Management; International Product Description: A senior manager in a U.S. manufacturing firm must make a recommendation about whether 57 labour intensive jobs should be moved from the existing California plant to a new facility in a Mexican maquiladora. If the Mexican opportunity is pursued, decisions are also required regarding the entry mode (subcontracting, shelter operator or wholly-owned subsidiary) and location (border or interior).    15. Global Marketing and R&D   Add   View  34 pp.  Text   Add   View  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.)   Add   View  17 pp.  Case — Best Buy Inc. - Dual Branding in China Author(s): Niraj Dawar; Ramasastry Chandrasekhar Ivey ID: 9B09A016 Publication Date: 6/26/2009 Revision Date: 5/11/2010 Product Type: Case Teaching Note: Teaching Note: 8B09A16 Geographic Setting: United States; Canada; China Industry Setting: Furniture, Home and Equipment Stores Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Retailing; International business; Brand management Major Disciplines: International; Marketing Product Description: A month after Best Buy Inc. (Best Buy), the largest retailer of consumer electronics in the United States, acquired Five Star, the third largest retailer of appliances and consumer electronics in China in May 2006, the management of Best Buy is weighing in on a branding option. Should Five Star lose its identity and be marketed as Best Buy? Or should Best Buy retain the Five Star brand and let the two brands compete with each other in the Chinese market? The option has a sense of deja vu because, when it first stepped out of its home turf in January of 2002 by acquiring Future Shop, the largest consumer electronics retailer in Canada, Best Buy was facing a similar dilemma. The company had decided, at the time, in favour of dual brand strategy. It had worked. There was no evidence of cannibalization, the single largest risk in dual branding. Best Buy and Future Shop had both grown together as independent brands in Canada. But, does dual brand strategy work in the vastly different retail environment of China?   Add   View  16 pp.  Case — TIME WARNER INC. AND THE ORC PATENTS Author(s): Paul W. Beamish; John Adamson Ivey ID: 9B01M059 Publication Date: 1/29/2002 Revision Date: 8/28/2009 Product Type: Case Teaching Note: 8B01M59 Geographic Setting: United States/Canada/Japan Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 1992 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Intellectual Capital; Licensing; Business Law; Patents Major Disciplines: General Management; International Product Description: Optical Recording Corporation (ORC) secured the rights to a technology known as digital optical audio recording. During the time it took to negotiate the final transfer of the technology ownership, it was rumored that some major electronics manufacturers were developing compact disc (CD) players that recorded digital optical audio signals. A patent lawyer advised ORC that the compact disc players and compact discs recently released by these companies might be infringing the claims of ORC’s newly acquired patents. Based on this information, the company proceeded to successfully negotiate licensing agreements with the two largest CD manufacturers, Sony of Japan, and Philips of the Netherlands The third largest manufacturer, WEA Manufacturing, a subsidiary of Time Warner Inc., maintained a position of non-infringement and invalid patents. With the U.S. patent expiry date looming, ORC decided to sue Time Warner for patent infringement. When the defense counsel presented testimony that questioned the integrity of the licensing agreement, ORC‘s president realized that the entire licensing program was in jeopardy and must decide whether he should accept a settlement or proceed with the lawsuit.   Add   View  19 pp.  Case — STELLA ARTOIS IN THE U.K. Beamish PW; Goerzen A Stella Artois, Interbrew company’s flagship brand of beer, has experienced phenomenal success on the international market. The United Kingdom market has played a critical role in that success, and Interbrew needs to assess the reasons for this.Interbrew‘s managing director and its chief marketing officer are meeting to have a discussion about how to proceed in developing the Stella Artois brand. First, they need to understand what part of the company's success was due to expert marketing practices and what part might possibly be due to being in the right place at the right time. As well, they want to assess what possible steps might be taken to spread these practices across the corporation for use in the company's global marketingstrategy. Ivey Number: 9B01A017 Publication Date: 6/12/2001 Revision Date: 22/01/2002 Geographic Setting: United Kingdom Industry Setting: Food and Kindred Products Company Size: Large organization Event Year Start: 2000 Subjects: Brand Management, Consumer Marketing, Product Strategy, European Market Functional Area: Marketing   Added   View  23 pp.  Case — GLOBAL BRANDING OF STELLA ARTOIS Author(s): Paul W. Beamish; Anthony Goerzen Publication Date: 10/19/2000 Revision Date: 8/29/2006 Product Type: Case Ivey ID: 9B00A019 Geographic Setting: Western Europe/Asia Pacific Industry Setting: Food and Kindred Products Size: Large Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Brands; International Business; International Marketing; Global Product Major Disciplines: Marketing; International Product Description: Interbrew had developed into the world’s fourth largest brewer by acquiring and managing a large portfolio of national and regional beer brands in markets around the world. Recently, senior management had decided to develop one of thei   Add   View  14 pp.  Case — ACER GROUP’S R&D STRATEGY - THE CHINA DECISION Tsai T; Cheng B; Everatt D The Acer Group was one of the world’s largest PC and computer component manufacturers. Members of Acer‘s R&D management team were considering the location of a new R&D lab with a view to maximizing the effectiveness of their global R&D strategy.They must examine the strategic role the lab should take, based on country strengths in China, as well as how logistical, communication, and cross-cultural issues should be managed, taking into account the social, political and economic environmentin China. The case also looks at how critical an effective intellectual property protection strategy is in the globalization of R&D strategy. Industry: Electric & Electronic Equipment Supplies Issues: Research and Development, Globalization, Competitiveness, Intercultural Relations Location: Taiwan Size: Large organization Year of event: 1998 Level: Undergraduate/MBA Revised: 12/8/99 Ivey #: 9A99M007    16. Global Human Resource Management   Add   View  28 pp.  Text   Add   View  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   Add   View  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   Add   View  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   Add   View  5 pp.  Case — Toivonen Paper in the U.S.: Human Resource Implications of Foreign Corporate Ownership Author(s): Jannifer David; Ahmed Maamoun Publication Date: 10/20/2008 Product Type: Case (Field) Teaching Note: 8B08C19 Ivey ID: 9B08C019 Geographic Setting: United States; Finland Industry Setting: Paper and Allied Products Size: Medium Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Human Resources Management; Cultural Customs; Acquisition Strategy; Management in a Global Environment Major Disciplines: Human Resource Management; International Product Description: Substantial research studies have shown that the growing globalization of many industries has led many U.S.-based companies to open facilities overseas. In the process of opening these foreign-based subsidiaries, researchers have counselled U.S. companies to adopt many local customs and policies to increase their probability of success in these new locations. During this same time period, many foreign-owned companies have moved into the United States and either purchased existing facilities or started new operations. The purpose of this study is to investigate how a non-American company (Toivonen) has adapted to operate in the United States. This exploratory research attempts to assess the role of the parent company culture in the day-to-day operations of the American subsidiary.   Added   View  16 pp.  Case — BAX GLOBAL LIMITED: STAFF TURNOVER IN MAINLAND CHINA Author(s): Schaan J; Goodwin N Publication Date: 11/28/2005 Revision Date: 9/12/2005 Product Type: Case Ivey ID: 9B05C035 Geographic Setting: China Industry Setting: Transportation Services Size: Large organization Year of Event: 2005 Level of Difficulty: Undergraduate/MBA Subjects: Employee Retention; Recruiting; Compensation; Human Resources Management Functional Area: Human Resource Management Product Description: The human resources manager for logistics and supply chain management at BAX China must consider her company’s high rate of staff turnover. In her monthly report to the managing director, the turnover had reached 12 per cent in the first eightmonths of the year. The human resources manager must evaluate the company‘s current methods of dealing with turnover and consider what additional action should be taken.Logistics was a complex and rapidly growing industry, particularly in mainland China. Many multinational and domestic service providers were entering the marketing and expanding their operations; however, these companies had to respond to complexoperational challenges and escalating customer demands. The resulting demand for skilled workers led to high turnover rates across the industry and at all organizational levels, and created margin pressure and other management challenges.The case offers a uniquely Chinese perspective on workforce recruitment, management and retention. The industry and the broader economy were growing rapidly. Skilled workers were in short supply because logistics was a new and developing disciplinein the former command economy. Also, in the human resources manager's opinion, cultural attitudes resulted in low loyalty among the workers.   Add   View  10 pp.  Case — HARMONIZATION OF COMPENSATION AND BENEFITS FOR FIRSTCARIBBEAN INTERNATIONAL BANK Author(s): Corbin E; Punnett B Publication Date: 4/11/2005 Product Type: Case Ivey ID: 9B04C053 Geographic Setting: Barbados Industry Setting: Banking Size: Large organization Year of Event: 2001 Level of Difficulty: Undergraduate/MBA Subjects: Benefits Policy; Change Management; Compensation; Consolidations and Mergers Functional Area: Human Resource Management Product Description: The merger of the Caribbean holdings of Barclays Bank Plc. and the Canadian Imperial Bank of Commerce (CIBC) is going ahead, and the reality of integration of very diverse systems and procedures has to be faced. The case deals with understanding thecurrent situation in terms of existing policies and designing policies that would be acceptable to employees from both banks in the organization - FirstCaribbean International Bank - which would be created by the merger. A critical aspect of themerger is the harmonization of compensation and benefits that must be resolved as a matter of priority.This case may be taught on a stand alone basis, or in combination with any of five additional Cross-Enterprise cases that deal with various functional issues associated with the eventual merger: General Management - CIBC and Barclays: Should TheirOperations be Merged, product 9B04M067, Information Systems - Information Systems at FirstCaribbean: Choosing a Standard Operating Environment, product 9B04E032, Accounting and Finance: CIBC Barclays: Accounting for Their Merger, product 9B04B022,Marketing and Branding - FirstCaribbean International Bank: The Marketing and Branding Challenges of a Start-up, product 9B05A012, and technical note - Note on Banking in the Caribbean, product 9B05M015.   Add   View  8 pp.  Case — LARSON IN NIGERIA Author(s): Beamish PW; Litvak I; Cheung H Description: The vice-president of international operations must decide whether to continue to operate or abandon the company’s Nigerian joint venture. Although the expatriate general manager of the Nigerian operation has delivered a very pessimistic report,Larson‘s own hunch was to stay in that country. Maintaining the operation was complicated by problems in staffing, complying with a promise to increase the share of local ownership, a joint venture partner with divergent views, and increasing costsof doing business in Nigeria. If Larson decides to maintain the existing operation, the issues of increasing local equity participation (i.e. coping with indigenization) and staffing problems (especially in terms of the joint venture generalmanager) have to be addressed. Ivey Number: 9B04M012 Publication Date: 3/2/2004 Geographic Setting: Africa Industry Setting: Electric & Electronic Equipment Supplies Company Size: Large organization Event Year Start: 2003 Subjects: Subsidiaries; Staffing; Third World; Government Regulation Level of Difficulty: Undergraduate/MBA Functional Area: General Management   Add   View  14 pp.  Case — GTI IN RUSSIA Author(s): Grachev M; Smith PC; Bobina MA Description: GTI is Global Traffic Inc., a U.S.-based sign manufacturer. The vice-president of the company is asked to recommend a human resources strategy for possible entry in the Russian market. He must develop a plan for expatriate assignment, the selectionand compensation of personnel and the training needs, as well as outline the organizational culture. Ivey Number: 9B03C008 Publication Date: 2/27/2003 Geographic Setting: Russia Industry Setting: Fabricated Metal Products Company Size: Large organization Event Year Start: 2001 Subjects: Cross Cultural Management; Expatriate Management; Compensation; Management Training Level of Difficulty: Undergraduate/MBA   Add   View  20 pp.  Case — WUHAN ERIE POLYMERS JOINT VENTURE Author(s): Begley T; Lee C; Law K Description: The Erie Performance Polymers division manager in China and general manager of Wuhan Erie Polymers joint venture, has just received approval for his requested transfer to divisional headquarters in the United States. In preparing the division andjoint venture for the change, a key decision concerns his successor. He has received information on six candidates under consideration and knows that his recommendation will carry heavy weight in the final decision. The general manager hasattempted to inculcate in his mainly Chinese workforce an appreciation for Western business practices and ability to enact them. At the same time, acknowledging their substantial differences, he has tried to mix elements of both Chinese and Westernvalues in creating a culture for the joint venture. He believes strongly that his successor must be responsive to the tensions between the relevant cultures. As he compares them, he wonders which candidate has the best set of qualities to succeedhim as general manager. Ivey Number: 9B03C002 Publication Date: 4/2/2003 Geographic Setting: China/United States Industry Setting: Chemicals and Allied Products Company Size: Large organization Event Year Start: 1999 Subjects: International Business; Human Resources Management; Employee Selection; Cross Cultural Management Level of Difficulty: Undergraduate/MBA  Privacy Notice    The McGraw-Hill Companies    McGraw-Hill Higher Education    McGraw-Hill Custom Publishing   2008 copyright reserved