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Examines Otis's market entry strategy in China through a joint venture with Tianjin Elevator Works. The teaching objective is a basic evaluation of a joint venture in a developing country. May be used with Otis Elevator Co.: China Joint Venture (B1), (B2), and (D).

Examines the challenges facing the company in light of the changing economic, regulatory, and competitive environment in the European pharmaceutical industry. Examines the steps taken by the company adapting to this changing situation as part of a total globalization strategy and aggressive growth objectives in the region. Allows examination of the changing roles of country, regional, and headquarters management.

Describes the process of establishing an independent operation in Japan in the mid-1980s as a result of a decision to make a major investment in the market. Describes the challenges in setting up such an operation and focuses on the role of the country manager in managing for rapid growth in a complex but key market.

Examines the company's global strategy and potential acquisition of Philips' major domestic appliance operations in Europe in light of increasing trends toward globilization in the major appliance industry. Allows discussions weighing the advantages and risks of entering a major market through a joint venture with an established competitor.

Discusses how Philips, a major Dutch-based multinational company, attempts to bring about a fundamental change in its strategy, organization, and culture in response to a rapidly changing market and competitive environment.

Follows the impact of a change in global strategy on a diversified company's global organization structure. Reviews the company's subsequent performance internationally. Also presents reflections by top management on future possible change in the organization structure.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Follows the impact of a change in global strategy on a diversified company's global organization structure. Traces two failed attempts at bringing a business perspective to a geographic organization, and poses the problem of what the international division president can do.