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The liquid crystal display (LCD) group at Samsung Electronics is faced with a new product development challenge: should it go with product that is well received in the market but the leadership is with the competition or with a product for which the market is yet to be tested but with some remote potential to leapfrog the competition. The case highlights the global nature of competition in high technology industries and the entrepreneurial opportunity for executives to make a difference in positioning their firms for global leadership. The case can be used at two levels - in international business to understand the dynamics of global competition or in marketing to understand the different risks in new product decisions and strategies to counter these risks. Supplements Samsung Electronics and LCD Technology (B) and (C), products 9B04M047 and 9B04M048 look at the events of 2001 and 2004.

Allison Transmission Division is a $2 billion unit within General Motors (GM) with a very specialized product - heavy-duty automatic transmissions for commercial vehicles. Although the division is part of GM, more than 90 per cent of its output is directed to external customers. The case presents a familiar challenge faced by many globalizing firms: a pioneer and leader in a market holding more the 60 per cent of the market in North America, but less than 10 per cent outside North America. The presence of leading original equipment manufacturers in Europe who are the key customers for Allison, and the large market potential in Europe presents a strategic opportunity, but the cultural and institutional differences present a formidable challenge. The technological differences in Europe augments this challenge and the uncertainty surrounding a new hybrid technology that is emerging in Europe make the decision even more complex. Also presented is the company's attempts in Europe for a decade leading to the trigger issue - a decision between a joint venture in Austria and a wholly owned unit in Hungary. The case provides a rich organizational context to challenge students to go beyond a typical alternative analysis to consider the broad strategic issues and identify a comprehensive strategy for Europe.

Documents more than 15 years of U.S.-based Cummins, a global leader in diesel and allied technology, and its investment activities in China. Although macro-level indicators seem to suggest the possibility of hitting $1 billion in revenues in China by 2005, several pressing problems put into question Cummins' ability to realize this target. Presents specific situations--related to the respective streamlining and consolidation of several existing joint ventures, distribution and service, and staffing--for which students must develop appropriate action plans. Presents the complexity of managing country-level operations and the role of executive leadership of a country manager.

Samsung Electronics' liquid crystal display (LCD) group is faced with a new product development challenge: Should it go with a product that is well received in the market but whose leadership is with the competition or with a product for which the market is yet to be tested but has a remote potential to leapfrog the competition. Highlights the global nature of competition in high-technology industries and the entrepreneurial opportunity for executives to make a difference in positioning their firms for global leadership.

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The president of Joong-Ang Development Company was concerned with the level of service quality at Yongin Farmland, the company's theme park located just south of Seoul, South Korea. Despite the service quality program he had initiated since he assumed his present position 14 months ago, service quality seemed to be less than that of its competitors. He wondered if he had made the right moves, how Farmland could achieve international service quality standards, whether it would be worth doing, and if it would really provide a sustainable competitive advantage. This case and its companion (B) case, 9A97D017, are intended for use in a service quality module of a service management course.

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Eli Lilly and Company is a leading U.S. pharmaceutical company. The new president of intercontinental operations was re-evaluating all of the company's divisions, including the joint venture with Ranbaxy Laboratories Limited, one of India's largest pharmaceutical companies. This joint venture had run smoothly for a number of years despite their difference in focus, but recently Ranbaxy had been experiencing cash flow difficulties due to its network of international sales. In addition, the Indian government was changing regulations for businesses in India, and joining the World Trade Organization would have an effect on India's chemical and drug regulations. The president must determine if this international joint venture still fits Eli Lilly's strategic objectives.

Eli Lilly and Company is a leading U.S. pharmaceutical company. The new president of intercontinental operations is re-evaluating all of the company's divisions, including the joint venture with Ranbaxy Laboratories Limited, one of India's largest pharmaceutical companies. This joint venture has run smoothly for a number of years despite their differences in focus, but recently Ranbaxy was experiencing cash flow difficulties due to its network of international sales. In addition, the Indian government was changing regulations for businesses in India, and joining the World Trade Organization would have an effect on India's chemical and drug regulations. The president must determine if this international joint venture still fits Eli Lilly's strategic objectives.

The president of Joong-Ang Development Company was concerned with the level of service quality at Yongin Farmland, the company's theme park located just south of Seoul, South Korea. Despite the service quality program he had initiated since he assumed his present position 14 months ago, service quality seemed to be less than that of its competitors. He wondered if he had made the right moves, how Farmland could achieve international service quality standards, whether it would be worth doing, and if it would really provide a sustainable competitive advantage. This case and its companion (B) case, 9A97D017, are intended for use in a service quality module of a service management course.

The management of the Samsung Group has to decide whether to enter the Korean theme park industry. The case focuses on three main issues in the context of the entry decision: (1) the underlying forces that shape industry structure, competitive interaction and profits; (2) the impact of globalization on industry structure; (3) the relationship between a firm's resources and its strategy. Porter's Five Forces model is used to analyze the impact of the competitive forces on profitability. A 15-minute video, product 7A96M006, can be purchased for this case.

The CEO of a Singapore-based computer company, with successful operations in Europe and Asia, was contemplating whether to pursue growth opportunities in the United States. The company had to decide between developing its own subsidiary, acquiring a small mail-order company based in Austin, Texas, or not entering the U.S. market at this time. If the acquisition option was pursued, there were challenges regarding fixing an appropriate value for the company, as well as integrating the American subsidiary into its own global network.

The management of the Samsung Group has to decide whether to enter the Korean theme park industry. The case focuses on three main issues in the context of the entry decision:<ul><li>The underlying forces that shape industry structure, competitive interaction, and profits.</li><li>The impact of globalization on industry structure.</li><li>The relationship between a firm’s resources and its strategy.</li></ul>Porter’s Five Forces model is used to analyze the impact of the competitive forces on profitability. A 15-minute video, product # 7A96M006, can be purchased for this case.