Elixir Technology is a small software development company based in Singapore that develops data analysis and report generation software and provides technical training and consulting services. By May 2003, it had successfully sold this software to corporate clients in Singapore, China, and Japan, following a very adaptive marketing strategy in each market. Now the managing director is contemplating entering the Middle East, but must choose an entry strategy quickly to capitalize on the current window of opportunity. Available entry choices include direct entry and several partnership options.
Elixir Technology is a small software development company based in Singapore that develops data analysis and report generation software and provides technical training and consulting services. By May 2003, it had successfully sold this software to corporate clients in Singapore, China and Japan, following a very adaptive marketing strategy in each market. Now the managing director is contemplating entering the Middle East but must choose an entry strategy quickly to capitalize on the current window of opportunity. Available entry choices include direct entry, or several partnership options.
The Pizza Public Co. Ltd. (PPCL) is a division of the Minor Group of Companies that focuses on the management and operation of food service outlets. Takes place between November 1999 and February 2000 and covers the negotiation process between PPLC and Tricon Restaurants USA regarding the renewal of the company's franchise agreement for Pizza Hut in Thailand. After 20 years of managing the brand, an agreement cannot be reached and PPLC must plan for the development of a new pizza brand.
The Pizza Public Company Limited is a division of the Minor Group of Companies and focuses on the management and operation of food-service outlets. This case series takes place between November 1999 and February 2000 and covers the negotiation process between Pizza Public Company Limited and Tricon Restaurants USA regarding the renewal of the company's franchise agreement for Pizza Hut in Thailand. After 20 years of managing the brand, an agreement cannot be reached and Pizza Public Company Limited must plan for the development of a new pizza brand. In the (A) case, the chief operating officer of Pizza Public Company recognizes that the negotiations are breaking down and faces the challenge of how to engage the team and develop a contingency plan should the company lose the Pizza Hut brand. Supplement cases (B) through (E), products 9B03A025, 9B03A026, 9B03A027 and 9B03A028, follow the negotiation process.
Leo Burnett Company Ltd. is a global advertising agency. The company is working with one of its largest clients to launch a new line of hair care products into the Canadian and Taiwanese test markets in preparation for a global rollout. Normally, once a brand has been launched, it is customary for the global brand centre to turn over the responsibility for the brand and future campaigns to the local market offices. In this case, however, the brand launch was not successful. Team communications and the team dynamics have broken down in recent months and the relationships are strained. Further complicating matters are a number of client and agency staffing changes that could jeopardize the stability of the team and the agency/client relationship. The global account director must decide whether she should proceed with the expected decision to modify the global team structure to give one of the teams more autonomy, or whether she should maintain greater centralized control over the team. She must recommend how to move forward with the brand and determine what changes in team structure or management are necessary.
Leo Burnett Co. Ltd. is a global advertising agency. The company is working with one of its largest clients to launch a new line of hair care products into the Canadian and Taiwanese test markets in preparation for a global rollout. Normally, after a brand launching, the global brand center turns over the responsibility for the brand and future campaigns to the local market offices. In this case, however, the brand launch was not successful. Team communications and team dynamics broke down in recent months and the relationships are strained. Further complicating matters are a number of client and agency staffing changes that could jeopardize the stability of the team and the agency-client relationship. The global account director must decide whether to proceed with the expected decision to modify the global team structure to give one of the teams more autonomy or whether to maintain greater centralized control over the team. She must also recommend how to move forward with the brand and determine what changes in team structure or management are necessary.
Brookfield Properties is a publicly held, North American commercial real estate company focused on the ownership, management and development of premier office properties located in the downtown core of selected North American markets. Most of Brookfield's assets are in the United States with headquarters in New York and an executive office in Toronto. Four of the properties that Brookfield owns are adjacent to the World Trade Center site and on September 11, 2001 the terrorist attacks had an immediate impact on Brookfield employees, tenants and physical property. With little reliable information and in the face of chaos and human tragedy, the president and chief executive officer must develop an action plan that will ensure the safety of all employees and tenants, deal with grief and suffering, assess the damage, enable the company to return to 'business as usual' and reassure investors and the media of the company's commitment to restore Brookfield's position of market strength.
Brookfield Properties is a publicly held, North American commercial real estate company focused on the ownership, management, and development of premier office properties located in the downtown core of selected North American markets. Most of Brookfield's assets are in the United States, with headquarters in New York and an executive office in Toronto. Four of the properties that Brookfield owns are adjacent to the World Trade Center site and on September 11, 2001, the terrorist attacks had an immediate impact on Brookfield employees, tenants, and physical property. With little reliable information and in the face of chaos and human tragedy, the president and CEO must develop an action plan that will ensure the safety of all employees and tenants, deal with grief and suffering, assess the damage, enable the company to return to business as usual, and reassure investors and the media of the company's commitment to restore Brookfield's position of market strength.