Genting, a gaming company that monopolizes the Malaysian market, entered the U.K. gaming market in 2004 and faced competition from established players, different customer preferences across casinos in the United Kingdom, and changes in the British government’s gaming regulations. Genting had to rely on local management to run the business in the United Kingdom, as the market was still new to it. In operating casinos with different but established brand names to cater to different market needs, Genting faced the challenge of creating a single corporate identity. In spite of its challenges in the United Kingdom, Genting Malaysia has seized the opportunity to enter the U.S. market with its unique set of challenges, again through a local acquisition, with the strategic goal of continuous expansion of the gaming business in the United States. Is this the right move for Genting? What are the risks and opportunities?
This case deals with an exporting challenge faced by Ferro Industries, a small enterprise within the steel industry in India. The company’s manufacturing facility was located in the National Capital Region of Delhi. Ferro’s main products were roll-forming machines, cut-to-length lines, and slitting lines; the company was one of only three firms in the Indian sub-continent catering to the market for such products. This case raises two basic questions in relation to Ferro’s role as an exporter. Firstly, at what stage should an importer have to pay an exporter? Secondly, should the exporter release consignment to the importer before receiving payment? The case illustrates the challenges of exporting and international entrepreneurship for a small firm, taking into account payment risk, product pricing, deal-making strategies, promotional strategy, and client-management strategies. It also addresses the complexities involved in the decision-making process while exporting, as well as outlining various conflict-resolution techniques for closing a deal effectively while considering the appropriateness of taking risks.
This case deals with the challenges faced at L’Oseraie, a nursing home located in the northeast of France. The director of L’Oseraie had to meet her new boss and brief him on the organization’s challenges while offering suggestions. A key obstacle involved employee motivation and engagement, particularly after a recent absenteeism episode. Furthermore, the lack of health care staff in France meant that employees might need to be sourced from abroad, perhaps from Eastern Europe or the French-speaking countries of North Africa. How could the director implement a strategy that would alleviate the day-to-day problems of the nursing home?
This case deals with the opportunities and challenges of Louis Vuitton, the leading European luxury-sector multinational firm, in Japan, taking into account the unique features of brand management and integrating culture and consumer behaviour in Japan. In the last decade, Japan has been Louis Vuitton’s most profitable market, but the global economic crisis has presented challenges.<br><br>Facing a weak economy and a shift in consumer preferences, Louis Vuitton has been adapting its unique strategy in the Japanese market. The days of relying on a logo and a high price seem to be gone, as there is more interest in craftsmanship and value for money. To promote sales, the company has had to launch less expensive collections made with cheaper materials. The brand has also been opening stores in smaller cities, where the lure of the logo still works.<br><br>Over the years, Japanese consumers have demonstrated fascination with and passion for the iconic brand. What have been the keys to Louis Vuitton’s successful business model in the Japanese market?