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Cee Dee Vacuum: Diversify or Specialize?
內容大綱
<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Family Business Category at European Foundation for Management Development (EFMD) Case Writing Competition</strong></p><br>Established in 1988, Cee Dee Vacuum Pvt. Ltd. was a family-owned engineering products manufacturer located in the industrial hub of Pune, India. In the three decades since inception, the company established itself as a leading supplier of engineered equipment used in the manufacturing and maintenance of electrical transformers. Its achievements included the design, manufacture, installation, and commissioning of some of the largest engineered equipment for their clients’ electrical transformer-manufacturing sites in Asia. The founders wanted to plan for the company’s growth over the coming decade. Central to the evaluation and choice of strategy was the consideration for a high growth rate while leveraging Cee Dee Vacuum Pvt. Ltd.’s leadership position in the industry. Assuming that the owner family’s next generation was not interested in taking over the business, the founders had to find the most suitable growth strategy and prepare the business for sale.
學習目標
This case is intended for use in undergraduate- and graduate-level courses on strategic management and entrepreneurship. The case can be used early on in a course to introduce students to topics such as resources and capabilities, learning in firms, and competitive positioning. Alternatively, it can also be used toward the end of a course to additionally discuss the application of such concepts to the challenges and decisions on diversification or specialization that companies face. This case has been designed to be used primarily in strategy and entrepreneurship classes. After completion of the case and assignment questions, students will be able to<ul><li>discuss how firms in emerging markets develop resources and capabilities through catch-up processes;</li><li>discuss how the resources and capabilities developed allow a firm to surpass domestic competitors and position itself competitively against foreign firms; and</li><li>analyze the pros and cons of diversification and specialization while considering the firm’s history, external environment, and internal constraints.</li></ul>