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Internationalization of emerging market multinationals is a recent phenomenon gaining importance in the global economy. This foreign expansion of a new breed of companies has challenged established theories and practices in the field of international business (Cuervo-Cazurra, 2007). This article addresses the issue of whether or not there is something to learn from these emerging market companies and their foreign expansion. Focusing on the international trajectories of four Brazilian multinationals (i.e., Odebrecht, Embraer, Stefanini, and Marcopolo), this study analyzes their strategies and managerial processes during and after the recent economic crisis with regards to internationalization. Our qualitative fieldwork suggests that the trajectories of these Brazilian multinationals are quite unstructured and evolve as a reaction to the opportunities they face in international markets. It seems all four companies in our sample shared a strong entrepreneurial spirit and a high motivation to expand their international operations despite the crisis and the obstacles they faced. Our findings and suggestions in terms of lessons learned should provide valuable implications for multinational managers from other emerging markets by providing a better understanding of how Brazilian multinationals expand internationally, deal with economic crisis, and manage relationships with local and foreign institutions.

Growth management is a challenging but critical corporate strategy facing the fast economic growth in emerging markets. An overemphasis on growth would lead to the growth fetish, where growth is unqualified and seen as an end in itself. By examining the performance of 105,260 firms in key sectors of Brazil, Russia, India, and China (BRIC) from 2002 to 2011, this study presents quantitative evidence that supports a profit-oriented strategy as a more effective path to sustained profitable growth in emerging markets. To further support this argument, this study also provides qualitative evidence of a group of 70 sustained high-performing firms that are superior to their peers (the top 500 private companies in each of the BRIC countries) in terms of profit, growth, market share, and efficiency over a 10-year period. The study shows that sustained profitable growth requires qualified sales growth (i.e., organic growth), competence-based and competence-enhancing growth, and continuous product diversification.

In the face of global economic downturns, an increasing number of women are rising to top management positions. What happened in China seems to resonate with the trend in the West. In China, only one in four have made it to the top management level, with a majority taking the position of chief operating officer, chief financial officer, and human resources director. In China, 53% of women are caught in sticky-floor situations and never advance beyond lower-level positions in the workplace. What holds women back from climbing up the corporate ladder? This research explores the stories of women executives in China's corporate world based on an exploratory study. We investigated the following questions: What are these women's beliefs about and responses to the glass ceiling? What personal, social, and organizational constraints undermine their capacity to play a part in a traditionally male-dominant world? How did these women make their way to the top? And, what factors are unique to Chinese women managers' career advancement?

Teams are pervasive in today's world of work. Unfortunately, in many cases teams do not live up to their promise and, instead, lead to disappointing results. In this installation of Human Performance, we discuss how to design and implement performance management systems that include a good combination of both ''me'' and ''we'' considerations. We offer the following research-based recommendations: (1) use measures of individual and team performance, (2) use measures of processes and outcomes, (3) develop performance measures using input from inside and outside the team, (4) gather performance information using sources from inside and outside the team, (5) foster team learning and development, and (6) reward both individual and team performance. We discuss implementation guidelines for each of these recommendations that will help maximize individual and team performance as well as alignment among individual, team, and organizational goals. Implementing performance management systems following our recommendations will help organizations turn teams into an inimitable and sustainable source of competitive human capital advantage.

Over the next 10 years, the intelligent use of data will become one of the greatest competitive advantages a company can possess. At the same time, the loss or mishandling of data/information is one of the bigger risks facing modern businesses. As consumers become increasingly aware of security issues, and of the value of their data, data/information policy is moving away from the 'gather-with-consent' approach toward a model that holds the business accountable at each stage of the process. This fundamental shift in practice will need to be reflected in the data/ information management policy of the business. Yet, many companies lack up-to-date data/information policies and few recognize the growing influence of the European Union on the manner of data/information handling. This installment of Business Law & Ethics Corner seeks to assist in the development of new policy by explaining key legislative and policy initiatives in both the United States and the European Union, and by making data management policy recommendations.

In the early 2010s, the shift towards electrified transportation remained an important trend as vehicle manufacturers were pursuing a variety of options to meet emission and fuel efficiency standards. This case provides a comprehensive update of the global electric vehicle industry, comprising vehicle manufacturers, battery suppliers, and charge providers. The situation of that industry in 2013 is assessed, which includes how the established manufacturers are reconsidering their strategies for vehicle powertrains, how newcomers are entering the market especially with electric vehicles and seem to become successful or fail. The case also summarizes governmental policies, incentives, and mandates in different regions, especially including the U.S., China, Japan, and Europe. In conclusion, more consolidation of the industry is expected, especially regarding the diversity of different electrification solutions and charge providers. While the operation range of electric vehicles is expected to remain a significant consumer concern, plug-in hybrid and range extended electric vehicles are seen as a viable solution to meet mobility and sustainability requirements. Therefore, the incumbent players seem to be relatively well positioned to provide respective products given their expertise regarding gasoline-powered vehicles and technology integration while the future of newcomers remains difficult to forecast.

The president JH Men's Apparel, a men's apparel company in China, is considering the options available to his firm in light of the price war initiated by his competitors who are copying his company's sweater patterns and selling the sweaters at a lower price point. Several of his biggest customers have demanded a price reduction to match the prices being offered by these competitors. In the face of such fierce competition, the president realizes that the multiple options available to his company boil down to a fundamental strategic choice between competing on the basis of cost leadership or of a differentiated, branded product line. He needs to make a decision and start implementing the strategy promptly.

This case is about Sabina, one of the leaders in the Thai lingerie market, and its proactive adaptation to changes in its business environment over two decades. The firm first took advantage of the depreciation of the Thai baht in the late 1990s to ramp up its export business and become a trusted OEM supplier to major European and US brands. The OEM business accounted for 60% of the firm's turnover by 2006. Bunchai Punturaumporn was appointed the firm's managing director in 2007. The Thai baht had started to appreciate, so the firm de-emphasized the OEM business and built a successful Thai branded business. This required innovating in the marketing area, broadening distribution, achieving excellence in production, and adapting the firm's organization structure over time. In 2012, the OEM business accounted for only 9% of sales. Sabina also coped successfully with other challenges, including rising labor costs in Thailand, and cheap imports from China. Bunchai was preparing the company in 2013 to go regional and take advantage of the opportunities arising from the launch of the ASEAN Economic Community in 2015. Learning objectives: Show how SMEs can successfully adapt to drastic changes in their business environment through proactive shifts in their strategy and organization.

A retired Swiss banker has decided to bring primary healthcare to Africa by using a cooperative business model that brings together complementary firms. The model has proven successful in the United Arab Emirates, Zambia and Ghana. He now faces the decision of whether to expand into new African countries, and if so, which countries to enter, how to select partners and how to recruit country managers. The case also illustrates the challenges and misconceptions of doing business in Africa.

A leading consumer packaged goods company manufacturing and marketing personal care products in India is examining ways of reaching its goal of 30 per cent growth in revenues per annum year after year. It has two options. It could concentrate on organic growth in the domestic market where, in spite of some categories having reached maturity, the overall demand for its products is forecast to grow consistently up to 2025. Alternatively, it could continue the inorganic path of acquiring companies globally; this appears, so far, to be the quickest route to building scale, but the long-term prospects are not certain. Case A deals with the dilemma about the fundamental growth strategy of whether to stick to the home market or go global. Case B, 9B13M058, examines the way forward with the framework of growth that the company has developed during the interim period. The company's managing director is testing this strategic framework in light of evaluating an acquisition target in Africa that has just surfaced.

This is a supplement to 9B13M057.

Tencent's business development has been nothing short of spectacular given its less-than-two decades of company history. From a handful of tech-oriented entrepreneurs to a Hong Kong-listed company of over 20,000 staff, Tencent's development model was heavily challenged when it launched the e-commerce business in 2006. This case study exemplifies the concept of business models as tools to manage change rather than paradigms for adaptation and imitation.

Samsung Electronics' ambition to go beyond a household brand to become a premium life-style brand through its range of smartphones offers insights into the concept of dynamic capabilities, which drives the management team to stay on course to achieve predictable results. The case illustrates the growth trajectory of a company which has reached a point where growth sustainability becomes a question at the heart of its strategic management.

Vossloh AG is preparing for its annual December conference with investors and analysts. The company, whose core business has always been the railway engineering sector, had to issue two consecutive profit warnings in 2011, which sent its stock back to levels last seen only in the aftermath of the economic crisis of 2009–10. The company’s primary task is to find the right arguments to satisfy the conference participants and regain their trust. Vossloh’s business units, relevant business environments, and problems such as stock developments and the threat of hostile takeover are discussed. One of the basic issues is whether Vossloh should focus on the still very important home countries in Europe and further strengthen its attempts to increase its share in niche markets or focus more on emerging markets in Asia, South America and eastern Europe.

Philips NV, a multinational organization based in the Netherlands, is facing strategic dilemmas. The company has been in the middle of a transformation involving a shift in focus from lighting and health care products towards consumer products and services when a financial meltdown, triggered by a crisis in the U.S. housing market, leads to a credit crunch in financial markets. Countries that have traditionally sustained the demand for Philips merchandise — e.g., the United States, Germany, the United Kingdom and France — have been witnessing a decline in key indicators of economic growth. Philips’s revenues and margins are under pressure. Remedial actions are required to ensure that the company is on track to reach its own growth targets. The case deals with two dilemmas: How should Philips deal with the credit crunch in the short term? How should Philips come out of it as a robust company in the long term?

Companies have developed "mass customization" tools that allow customers to design their own products; and social media lets people get input from friends before finalizing their choices. Research demonstrates that feedback dampens creativity, reduces originality, and diminishes customer satisfaction. Markets should use caution when incorporating sharing features into mass customization products and should be on the lookout for negative effects.

Everyone gets better with a little coaching. But new research from a professor at Kansas State shows that silent coaches get significantly greater improvements than coaches who spout constant encouragement.

This note introduces calculation and interpretation of basic financial analysis, including common size income statements and financial ratios. It emphasizes linkages between financial results and operating strategy. It uses financial results for Starbucks Corporation for fiscal 2010 through 2012 to provide context for financial analysis interpretation. Starbucks' global presence and widely familiar business model make it a particularly helpful vehicle for illustrating interpretation of financial analysis. In addition to profitability ratios, asset management ratios, and financial leverage ratios, DuPont analysis of return on equity (ROE) is introduced to illustrate how profitability, asset utilization, and financial leverage come together to measure ability to generate return to shareholders. This note does not draw definitive conclusions about whether Starbucks is effectively managed, but it illustrates how Starbucks' operating strategy is reflected in its financial results. It demonstrates that financial results tell an intuitive story about a firm's business model and operating strategy. This note assumes a working knowledge of income statements and balance sheets. Its intended audience is non-financial managers in an executive program wishing to understand how their operating decisions affect corporate-level financial performance. It also is useful for MBA students in a core finance or accounting course.

This case series profiles the leadership transition of a rising executive at global corporation. In the A case Deborah DiSanzo is asked to take on a new assignment within Philips Medical Systems as general manager of the patient monitoring business, a highly profitable but low growth unit, and to leave behind the high growth cardiac resuscitation business where she has been an entrepreneurial leader. The challenge for DiSanzo in her new role is to create a vision for growth in an organization that has seen high turnover, has an entrenched senior team, and has already tasted high success. The case chronicles the ways in which DiSanzo re-aligns the organization around a new shared vision, provides insights into how to effectively navigate as a new leader, and how to drive organizational change and renewal. The brief B case shows the business unit is successfully growing, and in the process creating greater complexity. DiSanzo is faced anew with the challenge of mobilizing her larger team and keeping the excitement of her hard-earned vision tangible. Courses in which this case can be used include Strategy Implementation, Change Management, and Organizational Behavior and the case is suitable for use in both graduate and executive education contexts.

This case series profiles the leadership transition of a rising executive at global corporation. In the A case Deborah DiSanzo is asked to take on a new assignment within Philips Medical Systems as general manager of the patient monitoring business, a highly profitable but low growth unit, and to leave behind the high growth cardiac resuscitation business where she has been an entrepreneurial leader. The challenge for DiSanzo in her new role is to create a vision for growth in an organization that has seen high turnover, has an entrenched senior team, and has already tasted high success. The case chronicles the ways in which DiSanzo re-aligns the organization around a new shared vision, provides insights into how to effectively navigate as a new leader, and how to drive organizational change and renewal. The brief B case shows the business unit is successfully growing, and in the process creating greater complexity. DiSanzo is faced anew with the challenge of mobilizing her larger team and keeping the excitement of her hard-earned vision tangible. Courses in which this case can be used include Strategy Implementation, Change Management, and Organizational Behavior and the case is suitable for use in both graduate and executive education contexts.