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This supplement to Reinventing the San Miguel Corporation (A) provides a brief update on the diversification strategy pursued by the company.

This case presents a means by which students can explore how government policy is influenced by the actions of stakeholders in an economy: firms, taxpayers, voters, unions, and other organizations. It highlights how policy-making can be a process endogenous to the interests and influence of the private sector, and not an exogenous one, even in domains that are the power reserve of public policy makers. <br><br>In 2010, the ruling party in Australia has devised a new tax, the Resource Super Profit Tax (RSPT). This tax has been devised to enable national and state governments to benefit from the boom in the mining industry by expropriating a greater portion of the industry’s earnings. The RSPT has been prepared without any input from major mining companies in Australia, and if implemented would represent a substantial increase in their tax payable. The case is presented from the perspective of the CEO of BHP Billiton, one of the largest mining companies in Australia. The situation considers what, if any, action can be taken to combat a tax that has already been devised by the government and is about to be implemented. Successful analysis of the case involves an evaluation of all stakeholders in the Australian economy that will be influenced by the imposition of the RSPT. After this is done, a strategy needs to be devised that will influence the government to withdraw a tax to which it has already demonstrated a firm commitment.

The beer industry comprises elements of sub-national, national and global competition. To expand, the industry players use various strategic approaches as illustrated by five major beer companies: Anheuser-Busch InBev (9B11M124), Groupo Modelo (9B11M125), Tsingtao Brewery, San Miguel (9B09M074) and Thai Bev (9B13M065). Observations about the beer industry — a fairly easy product and industry to understand — can be extrapolated to other industries. Lessons can be drawn regarding the influence of industry pressures on the four key components of an international expansion strategy: product choice for expansion, market choice for geographic expansion, timing of entry and mode of entry.

The beer industry comprises elements of sub-national, national and global competition. To expand, the industry players use various strategic approaches as illustrated by five major beer companies: Anheuser-Busch InBev (9B11M124), Groupo Modelo, Tsingtao Brewery (9B11M126), San Miguel (9B09M074) and Thai Bev (9B13M065). Observations about the beer industry — a fairly easy product and industry to understand — can be extrapolated to other industries. Lessons can be drawn regarding the influence of industry pressures on the four key components of an international expansion strategy: product choice for expansion, market choice for geographic expansion, timing of entry and mode of entry.

The beer industry comprises elements of sub-national, national and global competition. To expand, the industry players use various strategic approaches as illustrated by five major beer companies: Anheuser-Busch InBev, Groupo Modelo (9B11M125), Tsingtao Brewery (9B11M126), San Miguel (9B09M074) and Thai Bev (9B13M065). Observations about the beer industry — a fairly easy product and industry to understand — can be extrapolated to other industries. Lessons can be drawn regarding the influence of industry pressures on the four key components of an international expansion strategy: product choice for expansion, market choice for geographic expansion, timing of entry and mode of entry.

This case presents the decisions facing the managing director/executive director of PacificLink iMedia (PacificLink), more than 10 years after he founded the company. The company had experienced periods of growth and decline since its founding and was facing a period of uncertain growth given the turmoil in world markets in 2009, following several years of strong growth and expansion. The director anticipated that the company could continue to grow into new geographic or product markets, or perhaps become fundamentally altered in its governance structure and financial resource base, through an initial public offering. The case involves analysis of these alternatives for growth. It can be used to teach about sources of competitive advantage and evaluations of growth alternatives. See also the first and third cases in the three-part series, 9B00M024 and 9B16M202.

San Miguel Corporation is one of the oldest and largest companies in the Philippines. In its 100 year history, it has established a clear leadership position in the Philippine beer industry, as well as having made successful forays into other related and unrelated product areas. In the late 2000s, Eduardo Cojuangco, the CEO of San Miguel Corporation, which was South Asia's largest food and beverage company, found himself in a quandary. Cojuanco wanted to move San Miguel into industries that had scale and good future growth possibilities, to build leadership positions in key industries that would drive growth not just for San Miguel but also for the Philippines. At the same time, San Miguel Corporation would reverse its international expansion plans. The case involves discussion of this strategy, tracing issues of internationalization versus a domestic product focused growth in non-allied businesses in the Philippines, such as energy, mining, infrastructure and other utilities.<br><br>The case is part of the Beer Cases series: Anheuser-Busch InBev (9B11M124), Groupo Modelo (9B11M125), Tsingtao Brewery (9B11M126), San Miguel and Thai Bev (9B13M065).

This case presents the situation faced by three people in the United States as they exit a restaurant in California. They are discussing whether tipping is a form of private sector corruption, similar to public sector corruption that pervades many countries worldwide. Discussion ensues on what constitutes corruption, and whether private and public sector corruption are required and ethical business practices.

PacificLink iMedia was a Hong Kong based Internet marketing company that specialized in Web design using Flash technology. The company had grown six-fold since its inception 18 months ago. The directors of the company anticipated that the company would double in size in the next six months, and they were considering moving into three new markets, as well as into new business areas. The concepts of competitive advantage in the Internet industry, and the structure of this industry are introduced from the perspective of a company that provides business services. See also the second and third cases in the three-part series, 9B09M023 and 9B16M202.

The founder of English Street has decided to take the company to a group of venture capitalists. English Street is an Internet company that provides multimedia content for teaching English to Hong Kong and China residents. She has developed the idea of English Street into a prototype Web site, and is putting together a prospectus (proposal) for a presentation to obtain funding for full development of her business plan.

Tom Barnes, executive director of Asiasports Ltd., was evaluating several options for growth for the sports management company. Asiasports principal sports properties were the South China Ice Hockey League and the World Ice Hockey 5's tournament, both based in Hong Kong. Among the alternatives available: Barnes could develop hockey in other countries in Southeast Asia; he could acquire new sports properties; or he could expand into in-line hockey promotion in Hong Kong.

Studds, the leading India-based manufacturer of bi-wheeler helmets, was at an impasse in joint venture negotiations with Nolan of Italy. The partially-implemented joint venture between the two companies appeared a perfect match. Studds had a considerable cost advantage in the production of helmets and Nolan had formidable marketing strengths. At issue is whether Studds should continue to pursue or terminate the final joint venture negotiations. This case should be used in an international business course to illustrate issues central to internationalization and problems inherent in partnering where the risks of the joint venture are substantial to both firms.

Escorts, a large historically successful Indian conglomerate, was confronted with a dramatic change in its external environment caused by liberalization policies in its domestic market. At issue is the formulation and implementation of the company's restructuring strategy in response to the changed conditions. The case should be used in a general management/business policy course to illustrate the formulation and implementation of strategic responses to similar environmental changes occurring in a number of developed and developing countries. A second case, Escorts: A Restructuring Plan, 9A95M011, documents Escorts' 1994 plan of response. A third case, Escorts: The Tractor Division, 9A95M010 concerns a specific division and illustrates implementation barriers otherwise unapparent in the previous cases.