Masters Program in Business Administration (MBA)
CASE I
A GLOBAL PLAYER?
This is one game that India has permanently lost to its arch-rival Pakistan - manufacturing and exporting sports goods. Historically, when India and Pakistan were one before 1947, Sialkot, now in Pakistan, used to be the world's largest production centre for badminton, hockey, football, volleyball, basketball, and cricket equipment. After the creation of Pakistan, Jalandhar became the second centre after Hindus in the trade migrated to India. Soon Jalandhar overtook Sialkot and till the early 1980s it remained so. However when the face of the trade began to change in the 1980s and import of ………………………..
With nearly 2000 skilled workforce; quality certification from ISO 9001:2000 and ISO 14001: 2004; and having spread to more than 40 countries, Mayor and Company is obviously sitting pretty.
Questions
1. What routes of globalization has the Mayor group chosen to go global? What other routes could it have taken?
2. What impediments are coming in the Mayor group’s way becoming a major and active player in international business?
3. Why is ‘Made in India’ not liked in foreign markets? What can be done to erase the perception?
CASE II
ARROW AND THE APPAREL INDUSTRY
Ten years ago, Arvind Clothing Ltd., a subsidery of Arvind Brands Ltd., a member of the Ahmedabad based Lalbhai Group, signed up with the 150-year old Arrow Company, a division of Cutlet Peabody & Co. Inc., US, for licensed manufacture of Arrow shirts in India. ……………….
Questions
1. Why did Arvind Mills choose globalization as major route to achieve growth when domestic market was huge?
2. Hoe does lifting of Country-wise quota regime’ help Arvind Mills?
3. What lessons can other Indain business learn from the experience of Arvind Mills?
CASE III
AT THE RECEIVING END !
Spread over 121 countries with 30,000 restaurants, and serving 46 million customers each day with the help of more than 400,000 employees, the reach of McDonald’s is amazing. It all started in 1948 when two brothers, Richard and Maurice ‘Mac’ McDonald, built several hamburger stands, with golden arches in southern California. One day a traveling salesman, Ray Kroc, came to sell milkshake mixers. The popularity of their $O. 15 hamburgers impressed him, so he bought the world franchise rights from them and spread the golden arches around the globe.
McDonald’s depends on its overseas restaurants for revenue. In fact, 60 percent of its revenues are generated outside of the United States. The key to the company’s success is its ability to standardize the formula of quality, service, cleanliness and value, and apply it everywhere.
……………………..paints an yearly ‘Big Mac Index’ that uses the price of a Big Mac in different foreign currencies to access exchange rate distortions.
Questions :
1. What lessons can other MNCs learn from the experience of McDonald’s?
2. Aware of the food habits of Indians, why did McDonald’s err in mixing beef extract in the oil used for fries?
3. How far has McDonald’s succeeded in strategizing and meeting local cultures and needs?
CASE IV
BPO-BANE OR BOON ?
Several MNCs are increasingly unbundling or vertical disintegrating their activities. Put in simple language, they have begun outsourcing (also called business process outsourcing) activities formerly performed in-house and concentrating their energies on a few functions. Outsourcing involves withdrawing from certain stages/activities and relaying on outside vendors to supply the needed products, support services, or functional activities.
…………………that improve organizational flexibility, cut cycle time, speedup decision making and reduce coordination costs. Finally, outsourcing allows a company to concentrate on its crore business and do what it does best. Are Indian companies listening? If they listen, BPO is a boon them and not a bane.
Questions
1. Which of the theories of International trade can help Indian services providers gain competitive edge over their competitors?
2. Pick up some Indian services providers. With the help of Michael Porter’s diamond, analyze their strengths and weaknesses as active players in BPO.
3. Compare this case with the case given at the beginning of this chapter. What similarities and dissimilarities do you notice? Your analysis should be based on the theories explained in this chapter.
CASE V
THE SAGA CONTINUES
It was the talk of the town in Bangalore during the late 1970s and early 1980s. The plant was coming up on the Bangalore – Yelahanka Road, about 20 km from the city. Everything the people over three did became a folklore. The buildings were huge with wonderful architecture, beautifully built with wide roads and huge spaces. Should a situation demand, the entire plant ……………..
Thus, for an institution that has grown to legendary proportions, there cannot and must not be an ‘end’. Unlike other stories, the L&T saga continues.
QUESTIONS
1. Having a strong presence in India, what drives L&T to think of emerging a strong MNC ?
2. What challenges lies ahead of L&T ? How does it prepare to cope with them ?
3. Will the L&T Saga continue ?
CASE VI
THE ABB PBS JOINT VENTURE IN OPERATION
ABB Prvni Brnenska Strojirna Brno, Ltd. (ABB-PBS), Czechoslovakia was a joint venture in which ABB has a 67 per cent stake and PBS a.s. has a 33 per cent stake. This PBS share was determined nominally by the value of the land, plant and equipment, employees, and goodwill, ABB contributed cash and specified technologies and assumed some of the debt of PBS. The new company started operations on April 15, 1993.
………………………
was the opportunity to benchmark the joint venture's performance against other established western ABB companies on variables such as productivity, inventory, and receivables.
Questions
1. Where does the joint venture meet the needs of both the partners? Where does it fall short?
2. Why had ABB-PBS failed to realized its technology leadership?
3. What lessons one can draw from this incident for better management of technology transfers?
CASE VII
PERU
Peru is located on the west coast South America. It is the third largest nation of the continent (after Brazil and Argentina), and covers almost 500,000 square miles (about 14 per cent of the size of the United States). The land has enormous contrasts, with a desert (drier than the Sahara), the towering snow-capped Andes mountains, sparking grass-covered plateaus, and thick rain forests. Peru has approximately 27 million ………………….
to specific terms. These final matters should be worked out within the next ten days.
Questions
1. What are some current issues facing Peru? What is the climate for doing business in Peru today?
2. What type of political risks does this fishing company need to evaluate? Identify and describe them.
3. What types of integrative and protective and defensive techniques can the bank use?
4. Would the bank be better off negotiating the loan in New York or in Lima? Why?
No comments:
Post a Comment