Case Map for
International Business: Environments and Operations, 10/e
by John D. Daniels, Lee H. Radebaugh, and Daniel P. Sullivan
9-494-055
HBSP
22pp.
Rudi Gassner and the Executive Committee of BMG International (A)
Teaching Note Available
Annotation - Explores the roles of CEO Rudi Gassner and the 9-person executive committee in leading BMG International. BMG International is
the international music subsidiary of Bertlesmann, a German company that is the second-largest media conglomerate in the world. Describes a
1993 decision that Gassner and the executive committee must make about whether or not to change managers' business plans and bonus targets as
a result of a newly negotiate reduced manufacturing cost. Allows for discussion of a number of timely and important issues: 1) the complexities of
managing and growing a large global business; 2) the tensions between centralized corporate control and decentralized local management in a
global organization; 3) the impact of leadership style on corporate culture and performance; 4) the challenges of leading a senior management
team; and 5) the final decision by CEO Rudi Gassner and the subsequent actions taken by the members of the executive committee.
9-394-177
HBSP
14pp.
National Culture and Management
Annotation - Examines the relationship of national culture to management. Offers a definition of culture, explains the scope of culture and its
many dimensions, and describes how culture is manifested in business settings. The research of Edward Man, Geert Hofstede, and others is
discussed. Teaching Purpose: Intended to provide a systematic examination of national culture and its relationship to management. Students are
shown where and how culture can affect international business.
9-399-010
HBSP
20pp.
Acer, Inc.: Taiwan's Rampaging Dragon
Teaching Note Available
Annotation - Describes the strategic, organizational, and management changes that led Acer from its 1976 startup to become the world's secondlargest 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.
9-398-096
HBSP
18pp.
Sealed Air Corp.: Globalization and Corporate Culture (A)
Annotation - Sealed Air Corp.'s CEO and COO are considering what approach they should take to building a seamless corporate culture
worldwide. Anticipating continuing growth and expansion, especially outside the United States, they are concerned with preserving and promoting
the culture that has been one of the company's key assets. However, their experiences in integrating acquired companies, especially outside the
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United States, have heightened their awareness of differences among the regional cultures of the world and the challenges they face in maintaining
a unified corporate culture. Teaching Purpose: To illustrate the challenges of building a single corporate culture in a global enterprise and to
explore the tensions between U.S. culture and cultures of Europe and Asia. May be used with: (9-398-097) Sealed Air Corp.: Globalization and
Corporate Culture (B).
9-394-189
HBSP
18pp.
International Sourcing in Athletic Footwear: Nike and Reebok
Teaching Note Available
Annotation - Nike and Reebok, the two largest athletic footwear companies, look to contractors in Asia to manufacture their shoes. Sourcing from
Asia offers advantages of low cost and flexibility, but raises questions about human rights and corporate responsibility. How Nike and Reebok
have addressed these questions is the focus of this case. Teaching Purpose: Examines the responsibilities of multinational firms with regard to
human rights in overseas plants.
9-300-018
HBSP
20pp.
BRL Hardy: Globalizing an Australian Wine Company
Teaching Note Available
Annotation - 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.
9-384-139
HBSP
18pp.
Procter & Gamble Europe: Vizir Launch
Teaching Note Available
Annotation - Describes P&G's expansion in Europe, including the development of a strong country subsidiary management, responsive to local
market differences. The launch of a new product presents strategic and organizational challenges as P&G considers making this their first
Eurobrand, and managing it in a coordinated Europewide fashion.
9-394-184
HBSP
22pp.
Colgate-Palmolive: Managing International Careers
Teaching Note Available
Annotation - 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.
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9-390-132
HBSP
20pp.
Ingvar Kamprad and IKEA
Teaching Note Available
Annotation - 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."
9-387-043
HBSP
20pp.
Kentucky Fried Chicken (Japan) Ltd.
Teaching Note Available
Annotation - 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.
9-385-276
HBSP
22pp.
Caterpillar Tractor Co.
Teaching Note Available
Annotation - Describes the structure and evolution of the earth moving equipment industry worldwide in the post war era, particularly focusing on
developments in the 1960s and 1970s. Describes Caterpillar's strategy in becoming the dominant worldwide competitor (industry market share
exceeding 50%). Includes details on CAT's manufacturing, marketing research and development, and organizational policies. Concludes with a
description of some environmental changes occurring in the early 1980s, and raises the question of how these might effect Caterpillar Tractor Co.'s
record 1981 performance and require changes in its highly successful strategy. Can be followed by Komatsu Ltd., a companion case. May be used
with: (9-385-277) Komatsu Ltd.; (9-390-036) Caterpillar, Inc.: George Schaefer Takes Charge; (9-395-001) Komatsu Ltd. and Project G (A); (9395-002) Komatsu Ltd. and Project G (B); (9-395-003) Komatsu Ltd. and Project G (C); (9-398-016) Komatsu Ltd.: Project G's Globalization.
9-398-095
HBSP
22pp.
Lincoln Electric: Venturing Abroad
Teaching Note Available
Annotation - Lincoln Electric, a 100-year-old manufacturer of welding equipment and consumables based in Cleveland, Ohio, motivates its U.S.
employees through a culture of cooperation between management and labor and an unusual compensation system based on piecework and a large
bonus based on individual contribution to the company's performance. Despite opening a few international sales and production ventures in
Canada, Australia, and France, Lincoln remained focused on manufacturing in the United States until 1988. At that time, the company's new CEO
expanded manufacturing through acquisitions and greenfields in 11 new countries, attempting to transfer its unique management philosophy to
each. However, Lincoln was unable to replicate its highly productive system abroad. Operational problems led to a major restructuring in the early
1990s, supervised by Anthony Massaro, a newcomer to the company. In 1996 Massaro was named CEO and set about expanding the company's
manufacturing base through a new strategy. The case concludes in Asia, where Lincoln's regional president is trying to decide whether and how to
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establish a manufacturing presence in Indonesia, and in particular whether to try to transfer Lincoln's unique incentive-driven management system.
Teaching Purpose: To explore the motivations, mentalities, and means of international expansion; to discuss management processes as a source of
global competitive advantage; and to examine the transferability of culturally-based management systems. May be used with: (9-376-028) Lincoln
Electric Co.
9-490-029
HBSP
20pp.
Managing Xerox's Multinational Development Center
Teaching Note Available
Annotation - Describes a manager's role in developing a staff group responsible for enhancing the efficiency of Xerox's worldwide logistics and
inventory management systems. Illustrates a range of management strategies for upward and lateral influence in a complex organizational context,
as well as the use of a number of innovative human resource management techniques. If used with John A. Clendenin it allows for the discussion
of career development issues.
9-394-016
HBSP
24pp.
ABB's Relays Business: Building and Managing a Global Matrix
Teaching Note Available
Annotation - Describes the development and management of the relays business area (BA) in ABB's global matrix organization. Focuses on three
levels of management--corporate, BA, and operating company--and highlights the roles and responsibilities of individuals at each level as ABB
creates a unique and highly successful organization structure and management process that enables it to integrate its disparate worldwide
operations while maintaining a highly entrepreneurial front-line environment. Teaching Purpose: Illustrates the sophistication of the strategystructure linkage that is needed as companies try to capture the advantages of global coordination while maintaining the need for flexible,
responsive, and entrepreneurial front-line units. May be used with: (9-192-139) Asea Brown Boveri.
A03-99-0016 Intel's Site Selection Decision in Latin America
T’bird
16pp.
Teaching Note Available
Annotation - Intel has decided to locate its next assembly and testing plant in Latin America. Four countries have made the short list: Brazil,
Chile, Mexico, and Costa Rica. Te Telford, International Site Selection Analyst for Intel, needs to recommend a final site. There are two key issues
that must be resolved first: 1) what kind of business environment is most suitable to Intel's needs; and 2) how can Intel leverage its bargaining
advantages most effectively? The case illustrates the advantages for a high-technology company such as Intel, with its strong need to operate in a
country with stable, predictable rules of business, and to invest in a fully consolidated democracy.
A03-99-0015 Investing in the Indian Pharmaceutical Industry
T’bird
16pp.
Teaching Note Available
Annotation - In 1991, India reversed a traditional policy that had restricted direct foreign investment and introduced a regime that welcomed it.
Many foreign companies that had previously avoided India started to invest with great enthusiasm. Yet participation by multinational
pharmaceutical firms was conspicuously absent. The case examines the pharmaceutical industry in India and concludes that the absence of
effective patent protection for pharmaceutical products was a major reason for the lack of investment in this sector in India.
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A06-00-0022 Citibank-The Confia Acquisition in Mexico (A)
T’bird
16pp.
Teaching Note Available
Annotation - This case follows the tortured path of Citibank's acquisition of the Mexican bank, Confia, in 1998. The process began with the
Mexican Tequila Crisis of 1994-95, in which most of the domestic banks became insolvent and had to be rescued by the Mexican government. In
the process of reviving the banking system, the government looked to foreign banks to bring in new capital and management skills in exchange for
ownership of the local banks. In the case of Citibank, there was an ongoing strategic alliance with Confia that made this match-up a logical one.
The case describes the situation of Confia that made this match-up a logical one. The case describes the situation of Confia, the initial agreement
to acquire the bank, the long period of due diligence evaluation, and the shock of the money laundering indictment, and the final purchase of
Confia in August of 1998. The focal points are the attempt to value Confia for the acquisition and the examination of Confia's fit within Citibank's
overall strategy.
A10-00-0008 AIDS in South Africa Patents vs. People
T’bird
18pp.
Teaching Note Available
Annotation - In an effort to control the spreading of the AIDS epidemic in South Africa, the South African government enacted a controversial
patent law, the effect of which would enable the country to import or manufacture much-needed AIDS medicines at substantially lower costs than
usually available. The pharmaceutical industry and the United States government opposed this legislation believing it would undermine the
importance of protecting intellectual property rights. The United States eventually imposed sanctions on South Africa. An uneasy truce was finally
reached and in 1999 South Africa was considering amendments to the patent law. The United States position softened in response to the scope of
the epidemic and the need to provide medicines in South Africa at affordable prices, and the President of the United States issued an Executive
Order prohibiting sanctions.
A10-00-0021 Bruno & Company
T’bird
4pp.
Teaching Note Available
Annotation - This case provides insight into the issues faced by a small company producing scientific equipment that earns a significant share of
its sales revenue from exports to an industrialized country. The company has no debt and wants to explore different avenues to provide it with
access to working capital should sales suddenly increase. Currently they are financing exports on open account.
9A93M003
Ivey
22pp.
Fishery Products International
Teaching Note Available
Annotation - Fishery Products International (FPI) is one of the largest seafood companies in North America. FPI has experienced its best
performance in a decade and has recently survived a hostile takeover bid by three competitors who acted in concert. The chief executive officer
(CEO) has just returned from New Zealand where he was visiting a major competitor to see if there was the possibility of a strategic alliance. The
CEO knew he had to do something to prevent another hostile takeover and to continue to grow shareholder value while still maintaining the social
conscience of FPI. Some of the issues facing FPI were: performance, strategic leadership and corporate governance, and implementing an
integrated product differentiation/cost leadership strategy.
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Case Map for
International Business: Environments and Operations, 10/e
by John D. Daniels, Lee H. Radebaugh, and Daniel P. Sullivan
Provider
Rudi Gassner and the Executive Committee of BMG
International (A)
National Culture and Management
Acer, Inc.: Taiwan's Rampaging Dragon
Sealed Air Corp.: Globalization and Corporate Culture (A)
International Sourcing in Athletic Footwear: Nike and Reebok
BRL Hardy: Globalizing an Australian Wine Company
Procter & Gamble Europe: Vizir Launch
Colgate-Palmolive: Managing International Careers
Ingvar Kamprad and IKEA
Kentucky Fried Chicken (Japan) Ltd.
Caterpillar Tractor Co.
Lincoln Electric: Venturing Abroad
Managing Xerox's Multinational Development Center
ABB's Relays Business: Building and Managing a Global Matrix
Intel's Site Selection Decision in Latin America
Investing in the Indian Pharmaceutical Industry
Citibank-The Confia Acquisition in Mexico (A)
AIDS in South Africa Patents vs. People
Bruno & Company
Fishery Products International
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9-394-177
9-399-010
9-398-096
9-394-189
9-300-018
9-384-139
9-394-184
9-390-132
9-387-043
9-385-276
9-398-095
9-490-029
9-394-016
A03-99-0016
A03-99-0015
A06-00-0022
A10-00-0008
A10-00-0021
9A93M003
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Thunderbird
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Ivey
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