Search results for: 'Internationalization'
The internationalization conundrum of S&H DE1-222-I
Joe and Alex, father and son and president and CEO of a family-owned business called Steel & Heavy (S&H) had to make a key strategic decision. They needed to set up a new manufacturing subsidiary near an efficient port and narrowed their choices down to a port in Spain or one in China. Joe was in favor of China (Shanghai) because of its size, growth and access to the Asian markets. The Shanghai port was also very large and efficient and labor costs were cheaper than in Europe. But, it was quite far from the headquarters. Alex preferred Spain because of the smaller geographical and cultural distances from the headquarters in Italy, the large metal production cluster already present there and the low cost of coordinating with Italy. Plus, the port in Gijón is the sixth largest in Spain and one of the most modern in terms of infrastructure. However, it was still small compared to the port in Shanghai and the final markets were still far from Gijón. Although Joe owned the majority of S&H’s shares, he did not want to impose a decision on his son and family. When pondering the decision, Joe decided to call T+P, S&H’s partner. T+P’s CEO knew that they would also need to create their own new subsidiary because the international venture was a joint decision. The case wraps up with Alex and Joe calling the CEO to tell him their arguments but does not reveal what the final decision was.Academic Area:Strategy
Ontier: A global law firm with a local spirit DE1-211-I
This case describes the internationalization strategy of the law firm Ontier. Its international value proposition lies in offering its clients the best local legal knowledge as well as a uniform, quality service in all the countries where it has a presence. This value proposition is different than that offered by Spanish law firms, which typically use a network of alliances with local firms to offer their clients the best local legal knowledge. However, the quality of their services is not always uniform in all countries. This case study describes how using a joint venture entry mode helped the company achieve its value proposition and how implementing this strategy required changes in management systems and the company’s structure.
This case study was designed to promote discussion about the advantages and disadvantages of the different entry modes within an “international strategy” or “corporate strategy” module where other related cases are also discussed. However, it can also be used alone in strategy programs where just one session is dedicated to international strategy since it promotes discussion about important strategy issues such as (a) creating a competitive global advantage, (b) choosing a country to enter, (c) choosing an entry mode or (d) implementing international strategy.Academic Area:Strategy | Others
Marrón Glacé José Posada MK1-148
José Posada is a Galician producer of agro-food products who is revising his international strategy with two lines of products in four markets: Spain, Japan, Russia and France). The student is asked to consider and decide which strategies and tools to use in this market. In this interactive case, the student should develop an internalization plan for José Posada’s Spanish company. The case also includes the production process involved in making turrón and how José Posada laid out the development of the product and the expansion of the company’s product portfolio, diversifying it depending on the market to which it was directing itself.Academic Area:Marketing
Carrera y Carrera SI1-123-I-M
Carrera y Carrera is an interactive case about the implementation of an ERP system in a company devoted to traditional jewelry and involved in a process of modernization and internationalization. The case describes the steps of an ERP implementation showing the production process of a piece of jewelry by means of videos and allows the student to simulate the decision making process during an ERP implementation in an interactive exercise.
The case targets MBA students in the subject of Information Systems & Technologies, related to ERPs, professionals of Information Systems and Technology Programs, as well as students of Programs of the Luxury Sector or Family Business.vAcademic Area:Information Systems & Technologies
This case is about a very successful company called Blu:sens that became the leading Spanish MP3 manufacturer just three years after it started with “share capital of €3,006, two people and a dream.” The case includes a timeline of how the company was launched and details about its strategic moves regarding financing, manufacturing, distribution, products, differentiation and internationalization. The company’s goal was to “conquer the world” and thanks to these strategic moves, it was able to do so by growing in a very short period of time and expanding globally, even when faced with the financial crisis in Europe.Academic Area:Entrepreneurship
Carrera y Carrera: Glamour arrives to ERP SI1-123-I
The case examines the history of Carrera y Carrera (CYC), a Spanish company of artisan jewelers founded in 1885 which was faced with the dilemma of implementing an ERP system to cope with the growth and internationalization of their business. At that time, the company had gone through a phase of change having being bought by a group of investors led by another Spanish multinational, Lladró, and by the venture capital company 3i.
Given the high number of small Spanish companies, in traditional sectors, which face challenges arising from their internationalization, and using the three stages of the implementation process of an ERP system (selection, implementation and post-implementation) as a tool, the purpose of the case is to analyze the Axapta ERP implementation process and the factors contributing to the success of this implementation through the analysis of the experience of CYC during the period in which this process was carried out.
To do this, it will first be a matter of analyzing what the variables were that influenced the process of selection and subsequent implementation of ERP. Given that this competitive success is something dynamic that changes with time, it is necessary to also look at what challenges the company is faced with today and what strategies it ought to adopt in order to consolidate and increase growth both of the business and of the systems that support the strategy and the business.Academic Area:Information Systems & Technologies