Taught in the second-year MBA elective on the Evolution of Global Business. Examines the costs and benefits of the Brazilian government's policies to encourage foreign multinationals to develop an automobile industry during the 1950s. A combination of incentives and market closure were used to attract foreign direct investment. Volkswagen responded more positively than the U.S. firms Ford and GM and was able to become market leader as a result.
Argentine confectionery manufacturer, Arcor Group, seeks to implement an international strategy but in 2003, recovering from the Argentine financial crisis, thwarts globalization plans. Already Latin America's leading candy producer and an exporter to over 100 countries, Arcor analyzes how it can become truly global with production facilities and distribution networks in various regions, such as North America, Europe, and Asia. First, however, Arcor must stabilize its operations at home, where a devalued peso, economic uncertainty, and political instability still linger from the devastating financial crisis.
The note describes various methodologies and philosophies of advertising copy test. Additional material this might be used with: Managing Spending Balance in Advertising Campaigns: The GRODD Model Revisited.
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 was a large indigenous population of Cree and Dene Indians. Centers 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 is a chemical spill that had occurred several months before; 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 successfully implemented in Kyrgyzstan, what new programs might need to be developed, and how best to communicate company policy to the local community.
Focuses on the development of London as a leading international financial center and the difficulties it faces maintaining its status. Examines London's history as a financial center from Roman times to the present day. London's position in the 19th century rested on the great importance of Britain in the world economy and the role of sterling as the major international currency. By the mid-20th century both of these factors were much reduced in importance, but London was renewed as the physical home of the Euromarkets. Explores regulatory and other factors, including economies of agglomeration, which contribute to making a financial center.
Taught in the elective MBA course entitled The Evolution of Global Business. Examines the development of an international cartel in the oil industry in the 1920s and 1930s. Focuses on the decisions and actions of the leading multinational oil companies--particularly Standard Oil of New Jersey, Royal Dutch/Shell, and Anglo-Persian (BP)--in acting together to try to stabilize prices and market shares beginning in the late 1920s through the Achnacarry or "As-is" Agreement. Set against the backdrop of the development of the global oil industry, it examines the causes of the change in firm strategy from competition to cooperation and offers an opportunity for readers to assess the success of efforts at inter-firm coordination and stabilization. Also explores the personal and professional relationships between the leading oil-industry executives who forged the cartel, including Henry Deterding, Walter Teagle, and John Cadman. Important subissues include the changing nature of the oil industry in the 1910s and 1920s, the rise of oil diplomacy, and the impact of U.S. antitrust laws on the global oil business.
Launched in 1998, Fat Angelo's is the brainchild of three entrepreneurs who saw a void in the family-style Italian restaurants in Hong Kong. By the end of 2002, it had grown into a four-restaurant chain. Illustrates the issues facing the restaurants during their start-up and the rapid growth stages. There was an extra store adjacent to the Tsim Sha Tsui Fat Angelo's, and the entrepreneurs wanted to venture into another line of cuisine. What type of restaurant would fit? What was their final decision? What lessons did they learn?