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This case make the analysis of potential markets for the internationalization of the company Saurios and, especially, to the selection and entry modes to these markets. It is developed from the reflections and analysis of Juan Manuel, owner of Saurios and Jorge, his partner. This entrepreneur has technical know-how in the production of caiman, but little knowledge and experience in international markets. For this reason, he has dedicated himself to researching and learning about international marketing and negotiation, so that, with as much information as possible, he can make the best decision to internationalize his company. For him it is clear that the way forward is to sell his products in international markets, since the Colombian market does not offer him greater opportunities. He is also aware that his company's future depends on its internationalization. Therefore, the company's survival depends on its internationalization. The case tells the story of Juan Manuel and Jorge's search for information and after months of research and analysis, they confirm that they have great opportunities for their products. The case presents the viable alternatives for the entrepreneurs to enter international markets: exporting the leather directly to Spain and the meat to Hong Kong, exporting the leather to Italy through an international agent or broker, and entering into a joint venture with a Japanese company to sell the leather in that country.

In March 2022, the chief executive officer (CEO) of Auchan Retail Group (Auchan), a top French retailer, faced a serious dilemma. As head of a €30 billion, privately held company, the CEO had to choose between staying the course and leaving Russia, one of Auchan’s top three markets, in the aftermath of the business turnaround and explosive geopolitical tensions that followed within two weeks of the Russian invasion of Ukraine. Public backlash had already forced more than 300 companies to exit or scale down their operations in this large emerging market. In this context, as he prepared for an interview with a popular French newspaper, the CEO had to decide how to best to address this dilemma: should Auchan follow the crowd or stay the course?

Based in South Africa, United Exports was a leading producer of blueberry varieties. In April 2022, the company faced an issue of competitive positioning and entry in a crowded US market. The chief executive officer of United Exports, Americas, was preparing for a strategic planning meeting where the goal was to develop actions to grow the company and expand distribution in the United States. United Exports' OZblu brand had simultaneously attempted to create year-round blueberry supplies and to shorten its supply chains by selling Florida-grown blueberries in the United States. The CEO knew he had to rethink supply chains in a post-pandemic world and in light of shifting consumer buyer behaviour realities. He had to find a way to best enter the US fruit produce e-commerce market while aligning with United Exports' values and selling proposition. The CEO needed to examine and carefully consider e-commerce models, including subscription, rapid delivery, and the online grocery landscape.

<p align= "justify">Many factors influence corporate governance in a family firm, the most prevalent form of business entity in Latin America. National culture affects a family firm's societal values, as well as economic, political, and legal systems of governance. Normative behaviour and expectations are also key factors that affect both individual and organizational norms. The firm’s characteristics are another major source of influence. In addition to these major factors, various other variables play a role on shaping the firm's corporate governance, including family unity, patriarchal expectations, and inclusivity of the family definition. All of these factors can influence the numerous decisions that family businesses make in regard to their corporate governance, which makes it impossible to apply one approach for all family firms in Latin America. Each organization’s board of directors may have specific characteristics that require different mechanisms to make effective governance decisions. This technical note discusses an evolutionary pattern of corporate governance, rather than a single approach, that could be effectively applied to the decision-making board of a family firm in Latin America.

Syngenta AG (Syngenta), the Monsanto Company (Monsanto), Bayer Crop Science (Bayer), BASF SE (BASF), Dow AgroSciences (Dow), and DuPont de Neumours, Inc. (DuPont) were the only multinational firms engaged in the discovery of new agrochemical and seed technologies. Despite their fierce rivalry, the six competitors had forged strong collaborative relationships to manage the rising challenges in developing and launching agricultural innovation. A wave of unprecedented mega mergers transformed the industry into even fewer and larger firms. Syngenta, Bayer, BASF, and Corteva became the four new leaders in agriculture. As rivalry increased and innovation became even more challenged, the four competitors were pushed to reassess how they could innovate and collaborate together. Their key challenge was to determine how they could work together to develop the next wave of innovation in agriculture without compromising their individual strengths and competitive advantages.

The void beyond Earth has become an exciting frontier for entrepreneurial ventures. SpaceX, Blue Origin, and scads of other companies are pursuing commercial activities in outer space-launching rockets to send tourists to new heights, deploying satellites to collect data and improve terrestrial telecommunications and logistics, and developing novel space-driven products and services. This article reviews three new books that will captivate readers who are curious about the booming industry growing up around space exploitation: When the Heavens Went on Sale: The Misfits and Geniuses Racing to Put Space Within Reach, by Ashlee Vance; The Space Economy: Capitalize on the Greatest Business Opportunity of Our Lifetime, by Chad Anderson; and A City on Mars: Can We Settle Space, Should We Settle Space, and Have We Really Thought This Through? by Kelly and Zach Weinersmith. The article identifies useful digital resources as well, including the podcast TerraWatch Space.

<p align=”justify”>US-registered Emerging Markets Development Group (EMDG), a small but successful international consulting firm that provided development assistance in emerging and post-conflict regions, bet big on a project in Southeast Asia in 2008 that was financed by a Small Business Administration (SBA)-guaranteed loan issued by a local bank. The project failed, with catastrophic results. After seven years of attempting to dig themselves out of the hole, the principals were out of cash and needed to either significantly restructure the balance of EMDG’s outstanding loan or shut the firm down. Complicating the situation was the possibility that a former partner, who had left the firm over nine years before, might be held liable for the current debt.</p>

A female entrepreneur in Ghana developed a transportation company that provided services for national and large multinational organizations in the country. A key service that Pergah Transport Limited (Pergah) offered was vehicles and drivers for the executive expatriates of multinationals. The drivers for that service were employed by Pergah but embedded with the contracting companies. Pergah’s remaining employees—mechanics, other drivers, and support staff—were based out of the company’s premises in Accra.<br><br>The employees at Pergah’s premises were paid above the employment standards for Ghanaians; however, the drivers who were embedded with the multinational companies were compensated according to the standards established by those companies. The variance between local and multinational standards for employees of the same company led to differences in job satisfaction, motivation, and compensation. The Pergah-based employees were paid fairly, and increasing their rate to the multinational level would have posed financial challenges to the company. How, then, could Pergah address the discrepancy and resolve these issues?

Universal Pictures’ animated movie Abominable was scheduled for release in Malaysia on November 7, 2019. However, Malaysia’s Film Censorship Board ordered the studio to cut the scenes showing a map with the controversial “nine-dash line.” Without those cuts, the Malaysian government would not allow the movie’s release in Malaysia. The nine-dash line was a geopolitically sensitive issue in the South China Sea region, pitting China against neighbouring countries. China claimed historic rights over the territories bound by the nine dashes it had drawn on a map in the South China Sea. In contrast, Malaysia, Vietnam, the Philippines, Indonesia, Taiwan, and Brunei also claimed the part of the sea adjacent to their coastline. The US government also challenged the Chinese claims under the nine-dash line.<br><br>Universal Pictures was in a fix: Not deleting the map scene would mean that Malaysia and other countries in the South China Sea could ban the movie. However, deleting the scene could provoke the Chinese government, which in the past had reacted strongly against studios and actors who had disregarded Chinese restrictions. China was a significant market that no Hollywood studio could afford to lose. But should Universal Pictures focus only on its commercial interests at the cost of taking a morally sound position?

Syngenta AG (Syngenta), the Monsanto Company (Monsanto), Bayer Crop Science (Bayer), BASF SE (BASF), Dow AgroSciences (Dow), and DuPont de Neumours, Inc. (DuPont) were the only multinational firms engaged in the discovery of new agrochemical and seed technologies. Despite their fierce rivalry, the six competitors had forged strong collaborative relationships to manage the rising challenges in developing and launching agricultural innovation. A wave of unprecedented mega mergers transformed the industry into even fewer and larger firms. Syngenta, Bayer, BASF, and Corteva became the four new leaders in agriculture. As rivalry increased and innovation became even more challenged, the four competitors were pushed to reassess how they could innovate and collaborate together. Their key challenge was to determine how they could work together to develop the next wave of innovation in agriculture without compromising their individual strengths and competitive advantages.

Lululemon Athletica Inc. was a Canadian multinational athletic apparel company for women and men. Founded Vancouver in 1998, the company ended fiscal year 2020 with a strong performance, bringing in over US$4.4 billion in annual sales. However, with only 14 per cent of its sales coming from international markets outside North America, the company’s priorities for 2021 and beyond included global expansion. As of February 2021, the new executive vice-president international was a month into his role and faced the challenge of quadrupling 2018 international sales of US$360 million to US$1.44 billion by the end of 2023. How many new stores should Lululemon Athletica Inc. plan to open in each of the company’s three major international markets of China, Asia-Pacific, and Europe? Which geographic regions or countries should it focus on to grow the Vancouver-based company internationally?

This is the Student Spreadsheet that accompanies product W29942.

International acquisitions of large, well-established western organizations by Chinese companies are now common. The cultural differences between the actors are often critical amid these processes. However, they can also be an opportunity for transformation and renewal for the acquired businesses. Regarding the dimension of organizational culture, this article analyzes the transformation of a 100-year-old American firm, General Electric Appliances (GEA), after its acquisition by the Chinese multinational company Haier. As a result, the company went from a nonrevenue growth business to a double-digit growth company in only 5 years. To study this transformation, we apply a cultural analysis framework based on Edgar and Peter Schein's work. This article contributes to the debate on corporate cultural analysis in the context of international acquisitions by providing managers and scholars with a detailed account of GEA's transformation.

GRW Engineering (Pty) Ltd. (GRW) is a road transport equipment designer, manufacturer, and servicer based in South Africa. With GRW facing increased competition in 2022 when one of GRW’s major suppliers buys out a local competitor, Gerhard Van der Merwe, co-founder of GRW and chief executive officer since its inception in 1996, knows that GRW must now compete directly against a giant multinational and develop an appropriate strategy. Van Der Merwe must decide whether to compete directly with the international firm or to internationalize. If GRW were to internationalize, he will need to determine whether to focus GRW’s energies on Sub-Saharan Africa or to manufacture in Europe.

Established in 1984, Cirque du Soleil (CdS) reinvented the circus, creating one of the industry's most iconic creative brands. In 2015, Guy Laliberté, CdS's leader, sold the organization to a private equity consortium led by Texas-based investment group TPG, Chinese real estate developer Fosun, and Quebec financial investor Caisse de Dépôt. This ownership change introduced a strategic shift and a renewed focus on the Chinese market - a market in which CdS had attempted to establish permanent operations with limited commercial success since 2007. The case, which is set in June 2020, focuses on the period between 2015, when the ownership change took place, and June 30, 2020, when Cirque filed for protection from its creditors under the Companies' Creditors Arrangement Act ("CCAA") in Canada and Chapter 15 in the United States so that it could restructure its capital. It explores the company's decisions regarding market entry and product selection and the challenges it encountered.

On October 18, 2021 a Zomato app user wanted a refund for a missing item in his online food service order and contacted the company's customer care agent over Twitter. The customer was from the southern Indian state of Tamil Nadu, where Tamil was the native language and a matter of parochial pride. What had started as a minor food order detail escalated into an online nationwide language debate with the accompanying hashtag #Reject_Zomato. The entire episode and ensuing online debate lasted less than 24 hours. But the matter created an indelible trail of negative publicity and scathing media coverage for Zomato, denting the company's reputation. Was Zomato's public response to the issue appropriate? Should the company review its use of Twitter as a customer care channel? More broadly, what changes should be considered for Zomato's customer support function to deal effectively with culturally-attuned customer communication in a diverse market of 1.4 billion people with many different regional identities, cultural pride levels, and spoken languages?

Sunit Raj was the Vice President, Marketing of Schematic Software Company (SSC), a Software-as-a-Service (SaaS) company. He was pondering how to preserve the company's growth momentum it had achieved over the last few years. In the third quarter of 2021, the company's valuation reached USD 25 billion, representing a year-over-year gain of 50%. Within 12 years of operation, it had over 50,000 employees worldwide and over 100,000 paying customers in more than 150 countries. Raj had to decide the company's future direction among new territories, buyer segments and product categories that would bring revenue and aid in sustaining its growth.

Runza National, Inc. (Runza), an iconic Nebraskan quick-service restaurant chain had saturated its home Nebraskan market, with eighty-two stores across the state. A proud, family-run business, the Nebraskan chain was named after a mouth-watering regional specialty: the Runza sandwich. Also known as a bierock, this savoury bread pocket of Russian and German origins was adapted from a family recipe into the flagship offering. To foster further growth, the Runza team sought to expand the chain across the Midwest and beyond, through options such as company-owned stores, franchising, and ghost kitchens. Equally crucial were the areas in which to expand, with possible markets in nearby Wyoming, Montana, Colorado, North and South Dakota, Minnesota, Kansas, Iowa, and Missouri. Canadian communities also presented opportunities for international expansion. In determining the optimal markets and modes of entry, the company had to consider the effect of local factors on the company’s appeal. Its Nebraskan roots had made it a local icon with a devoted customer base, but the next steps beyond its home state would shape its future. Which states of the United States should they expand into, and was Canadian expansion viable? What market types—larger cities or smaller towns—were the most desirable, and which mode of entry was most feasible?

Runza National, Inc. (Runza), an iconic Nebraskan quick-service restaurant chain had saturated its home Nebraskan market, with eighty-two stores across the state. A proud, family-run business, the Nebraskan chain was named after a mouth-watering regional specialty: the Runza sandwich. Also known as a bierock, this savoury bread pocket of Russian and German origins was adapted from a family recipe into the flagship offering. To foster further growth, the Runza team sought to expand the chain across the Midwest and beyond, through options such as company-owned stores, franchising, and ghost kitchens. Equally crucial were the areas in which to expand, with possible markets in nearby Wyoming, Montana, Colorado, North and South Dakota, Minnesota, Kansas, Iowa, and Missouri. Canadian communities also presented opportunities for international expansion. In determining the optimal markets and modes of entry, the company had to consider the effect of local factors on the company's appeal. Its Nebraskan roots had made it a local icon with a devoted customer base, but the next steps beyond its home state would shape its future. Which states of the United States should they expand into, and was Canadian expansion viable? What market types-larger cities or smaller towns-were the most desirable, and which mode of entry was most feasible?

In May 2022, Shopee Pte. Ltd. (Shopee), the e-commerce division of Singapore-based Sea Limited (Sea), was at a critical juncture. Over the past several years, fuelled by the growth of its e-commerce business, Shopee had achieved rapid revenue growth. Starting from Singapore and Southeast Asia, the company had expanded its international footprint to countries in Europe, the Indian subcontinent, and Latin America. But early 2022 brought several new challenges for Shopee: Sea’s stock price plummeted as investors sold off high-growth and unprofitable Internet stocks; and Shopee exited France and India rapidly because it was facing pressure from multiple sources, including an industry association in India and the Indian government, which had banned sales of Shopee’s best-selling game in India. Shopee had to carefully choose an appropriate strategy for further international expansion. Should it pause its international expansion and consolidate in the short term or carry on with the rapid pace of expansion?