Anitta: a star born to be global?

2020 ◽  
Vol 10 (4) ◽  
pp. 1-20
Author(s):  
Juliana Binhote ◽  
Valéria Moreira de Pinho ◽  
Júlia Gouveia de Melo do Rego Monteiro ◽  
Victor M. C. Almeida
Keyword(s):  
International Business ◽  
International Expansion ◽  
Foreign Markets ◽  
Content Type ◽  
Market Growth ◽  
The Public ◽  
Academic Level ◽  
Emerging Country ◽  
Case Study Teaching

Supplementary materials Appendixes for the case study, teaching notes with figures and suggested chart plan schema. Learning outcomes Students are expected to learn the use of networks for market growth; types of network connections; and ways to achieve international expansion through networks’ relations. Case overview/synopsis This teaching case describes the internationalization of an emerging country artist, the Brazilian singer Anitta, who seeks to expand her audience in foreign markets, while dealing with maintaining the public in her home country. Complexity academic level Recommended to International Business disciplines in specialization courses. Subject code CSS 5: International Business.

Dicoma Corporation: challenges for future growth

2019 ◽  
Vol 9 (3) ◽  
pp. 1-22
Author(s):  
Armando Borda ◽  
Carlos Cordova ◽  
Juan Carlos Leon
Keyword(s):  
Learning Outcomes ◽  
International Business ◽  
Early Stage ◽  
Business Students ◽  
Multinational Enterprise ◽  
International Strategy ◽  
International Expansion ◽  
Content Type ◽  
Business Executive ◽  
Academic Level

Learning outcomes The learning outcomes are as follows: students will identify the reasons for a firm to internationalize and its specific internationalization entry mode; students will distinguish how to follow the client and how physic distance strategies work; students will analyze a host country’s external environment using the PESTEL framework, and they will analyze the international strategies followed by a multinational enterprise using the integration-responsiveness framework as well. Case overview/synopsis The authors explore the case of DICOMA Corporation, a Costa Rican multinational enterprise with presence in five countries. Adrian Sanchez, who is Dicoma’s president, needs to craft an international strategy to increase the international sales in the foreign markets where the firm operates. The company may follow two paths. On the one hand, Dicoma can adopt the strategy of following its major clients to expand overseas, which will lead to the opening of operations in more countries, but making the foreign sales highly dependent on these types of partnerships. This has been so far the path pursued by Dicoma in its international expansion. On the other hand, Dicoma can opt to focus on increasing commitments in the existing international markets where it already has operations by capturing new clients in those locations but scarifying the potential business opportunities to enter into other countries in partnership with its major clients. Complexity academic level Post-graduate early stage business students enrolled in programs such as Master of Business Administration, Master of Management, Master of International Business, executive education programs, among others. Supplementary materials Teaching notes are available upon request for educators only. These teaching notes should be shared solely with the instructor and students should not have access to. Please contact your library to gain login or email [email protected] to request teaching notes. Subject code CSS 5: International Business.

Bureau de Eventos: internationalization of an emerging country event planning company

2019 ◽  
Vol 15 (4) ◽  
pp. 279-294
Author(s):  
Vivian Peuker Steinhauser ◽  
Angela da Rocha
Keyword(s):  
Theoretical Basis ◽  
Small Firms ◽  
International Markets ◽  
International Expansion ◽  
Content Type ◽  
Academic Level ◽  
Emerging Country ◽  
Resources And Capabilities ◽  
One Year ◽  
Secondary Information

Theoretical basis The case can be used to examine the resources and capabilities of small firms considering entering international markets. It can also be a vehicle for examining typical barriers that such companies may face and must overcome when expanding abroad: liabilities of smallness, liabilities of foreignness, liabilities of emergingness and liabilities of outsidership. Research methodology The case is based on several interviews with both entrepreneurs over a one-year period and on secondary information from reports and documents. Case overview/synopsis This teaching case presents the trajectory of a Brazilian services company operating in the corporate events planning industry. The case explores the potential for the company’s international expansion, and the vision and engagement of the entrepreneurs, despite several barriers the company needs to overcome. Complexity academic level The case can be used in Entrepreneurship and International Marketing courses, both at graduate and undergraduate levels. It can also be used in training seminars for executives of tourism and events planning companies, and for employees of export promotion agencies.

Understanding incubation during foreign market entry: lessons learnt from an illustrative Danish case study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Susanne Gretzinger ◽  
Anna Marie Dyhr Ulrich ◽  
Svend Hollensen ◽  
Birgit Leick
Keyword(s):  
International Business ◽  
Foreign Market ◽  
Foreign Market Entry ◽  
Business Incubation ◽  
Foreign Markets ◽  
Content Type ◽  
Bric Countries ◽  
Market Expansion ◽  
Business Networking

Purpose This paper aims to discuss business incubation to enter foreign markets in Brazil, Russia, India and China (BRIC) countries through the lens of an “international business incubator” (IBI). International market expansion offers huge opportunities for companies to increase their revenue, but there are also challenging tasks such as the establishment of a business company and the occupation of a strategic position abroad. Practitioners consider this process as the act of incubation, but the theoretical discussion lags behind the practice-led debate. Design/methodology/approach An illustrative, and theory-led, case study is presented that describes market expansion to BRIC countries through a network-based IBI. The empirical case is an illustrative Danish company with international operations in BRIC countries both with and without an IBI. Findings International business incubation represents a process, which can be influenced through an IBI, and business networking during foreign market entry is shaped by IBI brokerage (bridging, bonding and protecting) in different phases. IBI activities that are embedded in business networking support a company’s endeavours in getting a foothold and acquiring a strategic position in BRIC markets and facilitates the market penetration. Research limitations/implications The IBI’s activities to enter foreign markets should be thoroughly managed. Further studies should be conducted with cross-case comparisons and larger samples to reflect on the propositions established. Originality/value By linking the business networking theory with the practice-led understanding of business incubation, the study explores an under-conceptualised topic for international business and entrepreneurship scholars. The paper offers an initial understanding of how brokerage interacts with incubation during the entry of new markets.

From Asia to Africa: the international expansion of Hon Chuan enterprise

2018 ◽  
Vol 8 (1) ◽  
pp. 1-33
Author(s):  
Caleb Huanyong Chen ◽  
Allan KK Chan
Keyword(s):  
Emerging Markets ◽  
International Business ◽  
Success Factors ◽  
Corporate Strategy ◽  
Mainland China ◽  
Subject Area ◽  
International Expansion ◽  
Content Type ◽  
Key Customer ◽  
Beverage Packaging

Subject area International Expansion; Emerging Markets; Corporate Strategy; Strategic Management. Study level/applicability Senior undergraduate; MBA; EMBA. Case overview This case focuses on the international expansion of Hon Chuan Enterprise, a beverage packaging and filling company headquartered in Taiwan. The company has set foot in Africa after its development in mainland China and Southeast Asia. Its 41st factory has just started production in Mozambique, Africa. The African base may help the company reach the turnover milestone of NT$20bn (approximately US$640m) in the next year. This NT$20bn turnover has been a target every year since 2013, but they have so far failed to reach it. As an original equipment manufacturer (OEM) in beverage packaging and filling, Hon Chuan to some extent relies on customers that own brands. After losing a key customer in mainland China, the company has experienced a three-year slump that forced the company’s president, Hish-Chung Tsao, to modify his strategy. Africa was the new battlefield bearing his ambition. His intention was not just to add another manufacturing base, but to develop its own beverage brands as an OBM. Yet, how could this be achieved in Africa? It would be a new journey full of challenges. Africa was more complex than other markets. The company’s first factory there had just been established, and its future was still unknown. Expected learning outcomes This case is appropriate for courses in international business, emerging markets, corporate strategy and marketing management. After studying the case, students should be able to understand international expansion of a manufacturing company in emerging markets; understand several key emerging markets of the world and learn what CAGE distances are; identify Hon Chuan’s success factors, challenges and necessary capabilities for future development and then comprehend why it is important to upgrade from OEM to OBM; and learn how to develop beverage brands in emerging markets. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 5: International Business.

scholarly journals Innovation and cross-functional teams

2018 ◽  
Vol 24 (1/2) ◽  
pp. 84-105 ◽  
Author(s):  
Daniel Marasquini Stipp ◽  
Márcio Lopes Pimenta ◽  
Daniel Jugend
Keyword(s):  
Single Case ◽  
Field Research ◽  
Incremental Innovation ◽  
Future Research ◽  
Content Type ◽  
The Public ◽  
Tax Management ◽  
Functional Teams ◽  
Practical Implications

Purpose The aim of this paper is to characterize how innovation may happen through cross-functional teams (CFT) in an organization of the public sector. Design/methodology/approach A case study helped to characterize several behavior patterns, team structures and respective links with generating innovation in internal processes and public answering contexts. Findings The results highlight that formal-temporary teams present a higher capacity to generate incremental innovation in products, whereas permanent-informal teams have a higher capacity to generate innovation in the internal processes and public answering contexts. Research limitations/implications The limitations of this research relate to the fact that this is a single case study, and although it is an important case to examine innovation and CFTs, by its very nature, it is not possible to extend and generalize the obtained data to other organizations. The evaluation of its propositions was merely qualitative, and future research is needed to validate its characteristics. Practical implications Several settings of CFTs are presented, as well as their ability to generate different types of innovation, such as the computerization of documents, petitions and papers, which decreases the time to answer the taxpayer. Moreover, CFTs can help to create products, such as computer programs that can be used not only locally but also in several public organizations related to tax management. Originality/value The field research provides the perceptions of the respondents regarding CFT characteristics that can lead to specific types of innovation, as well as the types of products or services that can be generated by these processes.

Saregama Carvaan: a phoenix that rose from the ashes

2021 ◽  
Vol 11 (3) ◽  
pp. 1-20
Author(s):  
Tausif Amir Mulla
Keyword(s):  
Consumer Behavior ◽  
Learning Outcomes ◽  
Business Models ◽  
Graduate Program ◽  
Smart Device ◽  
Strategic Decisions ◽  
Content Type ◽  
Profit Center ◽  
Academic Level

Learning outcomes The learning outcomes of this case are product innovation, the importance of consumer insights and data in marketing and the role of consumer insights in brand revival. Case overview/synopsis This case study is a fascinating look into how the shift from music compact disc (CDs) to streaming has completely changed consumer behavior. This change in attitude led many music labels down one of two paths as follows: shutting down the business or embracing new business models. The case study aims to bring out essential learning from a company, Saregama, that was on the verge of shutting down because of the losses incurred with the shift in consumer behavior from buying music CDs to streaming music for free on every smart device. This shift led most record companies to become shuttered. However, not all were as fortunate as Saregama, who threaded its way toward profitability. This case analyzes how Saregama turned from a loss-making business unit into a profit center by launching a breakthrough product backed by innovative thinking and strong consumer research. The researcher opted for secondary research based on reports from Deloitte and McKinsey & Company and other credible sources to understand the music streaming market in India. The study also includes excerpts from the interview of Vikram Mehra (MD of Saregama India Ltd.) to various media houses and customer reviews on e-commerce sites. Complexity academic level The case is relevant for learners studying for an undergraduate or graduate program and for discussions for modules such as marketing management and international marketing with a focus on product development and strategy. Applicability the case will provide the following exposure to the learners: the difference between corporate and marketing objectives; Using frameworks such as valuable, rare, inimitable, and organization and SAP-LAP to understand the rationale behind strategic decisions; An understanding of the importance of listening to consumers; Using the right marketing elements such as segmentation, targeting and positioning and marketing mix for a competitive marketing strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 8 Marketing.

Expansion decision: HC Securities and Investment

2018 ◽  
Vol 8 (4) ◽  
pp. 1-27 ◽  
Author(s):  
Ali H. Choucri ◽  
Anne Dietterich ◽  
Victoria Gillern ◽  
Julia Ivy
Keyword(s):  
Hong Kong ◽  
Learning Outcomes ◽  
International Business ◽  
Global Strategy ◽  
Growth Potential ◽  
Asia Pacific ◽  
Local Market ◽  
Content Type ◽  
Customer Base ◽  
Academic Level

Learning outcomes Expected learning outcomes: To respond to the case question, students would analyze macro- and microeconomic differences to determine HC Securities’ preferred global strategy and appropriate market entry mode. The case demonstrates how instability in a local market, in this case Egypt, can force a company to go global. It also demonstrates how two superficially similar markets, Singapore and Hong Kong, provide different opportunities for HC Securities and require different global strategies: Singapore provides a jumping-off point to its predominantly Muslim neighbors Malaysia and Indonesia, whereas Hong Kong gives access to China and could provide a new customer base of Asian investors willing to invest in Africa and the Middle East. Case overview/synopsis Brief overview of the case: The case introduces the Egyptian investment company HC Securities, which is facing challenges related to Egypt’s political instability and economic slowdown. HC Securities’ CEO, Mr. Choucri, feels expansion to one of the Asia-Pacific countries could help with the company’s growth and stability. He identifies Hong Kong and Singapore as the most compelling locations because of their sophisticated economies and growth potential in the investments industry. This case provides information about each market, allowing students to respond to the question “What should Choucri do to assure a market-based solution for his company?” Complexity academic level Student level and proposed courses: The case is appropriate for use in undergraduate courses in international business or strategic management. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code International Business.

Knowledge acquisition via internet-enabled platforms

2019 ◽  
Vol 36 (1) ◽  
pp. 74-107 ◽  
Author(s):  
Charmaine Glavas ◽  
Shane Mathews ◽  
Rebekah Russell-Bennett
Keyword(s):  
Knowledge Acquisition ◽  
International Business ◽  
Evidence Base ◽  
Business Environment ◽  
Case Study Methodology ◽  
Content Type ◽  
Multiple Case ◽  
Study Methodology ◽  
Flow Of Information

Purpose Technology has profoundly transformed the international business environment, particularly regarding the flow of information and the way in which knowledge is acquired and shared. Yet, the extent of this transformation is still underappreciated. The purpose of this paper is to examine how small and medium-sized enterprise (SME) owner/founders acquire and utilize knowledge for internationalization via internet-enabled platforms. Design/methodology/approach The empirical analysis draws on multiple case study methodology to examine 13 Australian SME owner/founders and the knowledge they acquire from utilization of internet-enabled platforms. Findings The analysis reveals four differing types of internet-enabled experiences: “technical internet-enabled experiences,” “operational internet-enabled experiences,” “functional internet-enabled experiences,” and “immersive internet-enabled experiences.” The findings indicate that internet-enabled experiences can generate both explicit and tacit forms of knowledge for the pre, early and later phases of internationalization. Practical implications The findings provide a structured approach by allowing SMEs to “plot” themselves against the classification of internet-enabled experiences to denote their level of technological involvement, and for discerning the types of knowledge that can be acquired. The findings are particularly helpful for owner/founders, highlighting that internet-enabled platforms are affecting the ways in which knowledge can be acquired and applied to international businesses processes. Originality/value The findings extend the conventional notion of knowledge acquisition for international business by highlighting how information and knowledge can be acquired via internet-enabled platforms. The findings lay the necessary groundwork for building an evidence base and theoretically extending the concept of knowledge acquisition via internet-enabled platforms.

The impact of business networks on foreign subsidiaries development

IMP Journal ◽  
2018 ◽  
Vol 12 (3) ◽  
pp. 427-443
Author(s):  
Enrico Baraldi ◽  
Francesco Ciabuschi ◽  
Olof Lindahl ◽  
Andrea Perna ◽  
Gian Luca Gregori
Keyword(s):  
Single Case ◽  
Foreign Market ◽  
Business Networks ◽  
International Expansion ◽  
Content Type ◽  
Fine Grained ◽  
Automatic Control Systems ◽  
Industrial Networks ◽  
The Impact

Purpose The purpose of this paper is to explore two specific areas pertaining to industrial networks and international business (IB). First, the authors look at how business relationships influence the internationalization in time, from the establishment of the first subsidiary in a foreign market to the following ones, and in space, that is, across different markets. Second, the authors investigate how an increasing external network dependence of subsidiaries in their internationalization may cause a detachment of a subsidiary from the mother company as its knowledge becomes insufficient to guide a subsidiary’s internationalization. Design/methodology/approach This paper utilizes an exploratory, longitudinal, single-case study of Loccioni – a manufacturer of measuring and automatic control systems for industrial customers – to illustrate the specific dynamics of the influences of industrial networks on the internationalization of subsidiaries. Findings The case study helps to elucidate the roles, entailing also free will and own initiative, of small suppliers’ subsidiaries which operate inside several global factories, and how “surfing” on many different global factories, by means of several local subsidiaries, actually supports these suppliers’ own international developments. This notion adds to our understanding of the global factory phenomenon a supplier focus that stresses how the role of suppliers is not merely that of being passive recipients of activities and directions from a focal orchestrating firm, but can also be that of initiative-takers themselves. Originality/value The paper contributes to the IMP tradition by providing a multi-layered and geographically more fine-grained view of the network embedding companies that operate on internationalized markets. This paper thereby sheds light on a less investigated area of research within the IMP tradition: the link between internationalization in different countries and the interconnectedness between the industrial networks spanning these countries. At the same time, this paper contributes to IB theories by showing how a late-internationalizing SME can enter highly international markets by “plugging into” several established “Global Factories” as a way to exploit further opportunities for international expansion.

Pyramid Globe Management Institute: working under a paternalistic leader

2020 ◽  
Vol 10 (3) ◽  
pp. 1-22
Author(s):  
Sanjay Singh
Keyword(s):  
Organizational Behavior ◽  
Leadership Behavior ◽  
Team Building ◽  
Development Program ◽  
Academic Program ◽  
Paternalistic Leadership ◽  
Mba Programs ◽  
Content Type ◽  
Academic Level

Learning outcomes The present case study would help readers to understand paternalistic leadership behavior with its underlying theory. Readers would be able to appreciate the nature of experiences employees may have while working with a paternalistic leader high on authoritarianism. This case study would motivate readers to work out appropriate strategies for working under paternalistic bosses. The teaching note sensitizes readers about the complicated relationship between paternalistic leadership and culture. Case overview/synopsis Pyramid Globe Management Institute (PGMI) is struggling to generate revenue. PGMI founder, Tugmanshu Lakhani, has to find out new sources of revenue to keep the institute functioning. He constitutes a team of three professors for starting a new academic program with a foreign university. The initial success of the team brings favor from the founder but jealousy from the colleagues reeling under job threat. High authoritarianism and interference of the founder create a problematic situation for the three professors. When the new program starts showing promising results, the founder gets apprehensive about whether the new course may hurt the enrolment in the flagship program of the institute. The authoritarian and erratic behavior of the founder had a demotivating effect on the team working for the new program. Some team members resign under pressure while three professors stay to ensure the launch of the program. The professors have to resolve the conflict between their commitment toward PGMI in a troubled time and a career uncertainty if they continue working for it. Anticipating no change in the behavior of the founder and an uncertain future with PGMI, three professors quit after the start of the new program. The founder may continue losing committed employees if he is unable to balance his authoritarianism with benevolence and moral behavior. It will create more problems for PGMI in the future. Complexity academic level This case can be used in organizational behavior, leadership and team-building courses in the regular Master of Business Administration (MBA) programs. The case can further be used in the executive development program, especially for analyzing the leadership problem in higher education organizations. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management science.

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