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Describes the growth and development of Fuji Xerox, Xerox's joint venture in Japan, and the evolving relationship between Fuji Xerox and Xerox. Focuses on the technological development of Fuji Xerox, and on the contributions that Fuji Xerox has made to Xerox's competitive position worldwide. Presents a number of options for modifying the relationship between Xerox and Fuji Xerox in the future, when the two firms will face increasingly serious competition from global competitors. Fuji Xerox is a $4 billion company and arguably one of the most successful joint ventures ever between an American and Japanese firm. In some ways the evolution of Fuji Xerox has been a microcosm of the broader United States-Japan relationship.

Describes the U.S. market for chemicals following WW II to the present and the attention of the market for global chemical companies. Traces the involvement of Hoechst in this market up to the 1980s when minimum growth has been offered through Hoechst's U.S. subsidiary, American Hoechst and the company is seeking opportunities for expansion through acquisition. Calenese Corp., the tenth largest chemical company in the United States, stands out as the best opportunity. Students will evaluate the strength of the Celanese opportunity in light of Hoechst's position, objectives, and past strategies. May be used with Hoechst and the German Chemical Industry and Hoechst in the United States (B).

John S. Reed, chairman and CEO of Citicorp, has a clear ambition: to create the world's first truly global financial institution. Citicorp's scale may make it the only U.S. bank with the potential to do this. Still, its precarious balance sheet constrains flexibility and growth. Reed proposes a radical restructuring of international banking: "Imagine a scenario in which 10 or 12 international banks, much like the 5 or 6 giant oil companies, share the capital and risk associated with different parts of the business."

Small and midsize companies make up 99% of Japanese industry, and are the real foundation of the Japanese economy. The high-quality goods that come bearing a famous maker's name are seldom the product of that company's factory -- in fact, small companies usually designed, assembled, packaged, and shipped it. These subcontractors are like serfs in a highly structured feudal system. The big companies are the daimyo -- feudal overlords who control the fates of their subjects.

Ten years after entering Japan, P&G had accumulated over $250 million in operating losses on declining annual sales of $120 million by 1983. The decision facing the president of P&G International: exit, retrench or rebuild the operation? Ironically, the initial entry was a success story with P&G Japan achieving an operating breakeven in their fifth year and market leadership in a number of categories. However, in the late 1970's market share and profit in all categories declined disastrously. Management changes failed to reverse the trends until an objective examination of the entry strategy, approach to the Japanese consumer, competition, technology and internal organization were made. By 1983, accelerating losses forced P&G to decide whether to exit or stay.

Updates the (A) case.

Updates the (A) case. The issues facing P&G were two-fold. 1) General manager, Japan--how to keep both the business and organization growing; 2) President, international--what role should the Japanese operation play in the P&G worldwide business?

1990 update of the P&G Japanese business.

Spreadsheet supplement for case 391003.

Examines the changes taking place in Eli Lilly in response to the globalization of the pharmaceuticals industry. Identifies the steps taken by management, problems currently faced, and challenges for the future. Allows examination of the process of implementing a global strategy from the headquarters perspective.

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.

U.S. and European information technology companies face a choice: cooperate or become design and marketing arms of their Japanese competitors. As digital technology ushers in an era of inexpensive personal systems built from standard, mass-produced components, industries are converging to form a huge information technology sector. Companies able to manufacture components are gaining ground. This trend plays to the strengths of the Japanese; embedded in industrial combines known as keiretsu, they invest in technology and manufacturing, command the supply chain, and coordinate strategy to block foreign competition and penetrate world markets. McKinsey Award Winner.

Nike is reviewing its strategy for producing shoes in China for the U.S. market. Compares the experience in China with that in other countries.

A vehicle for the discussion of a very important set of institutional arrangements that helped enable America to mobilize its economy for World War II.

The new vice president of infant and dietetic products of Nestle Alimentana S.A. has to make recommendations on the company's marketing programs for its infant formulas in developing countries. The U.S. subsidiary is currently the target of a consumer boycott because of the company's current and historical marketing programs. Introduces the question of using Western marketing techniques in the Third World, the problems of distributor control, and potential product misuse because of consumer poverty and ignorance. Provides a summary of the industry's evolution and a chronology of the controversy. Recommended: "Family Planning, Infant Mortality and Malnutrition," by E. Haubold, Swiss Review of World Affairs, March 1979.

Large managerial enterprises have been the engines of growth and innovation in modern economies for more than a century. This essay lays out the logic and the nature of the competitive battles that ensue once an industry has been transformed by a first-mover company (companies defined by their large-scale investments in production, marketing, and management). History's lessons are clear: first movers quickly dominate their industries and continue to do so for decades. Those who fail to invest cannot compete--internationally or at home.

Describes the international business of Fusion Systems Corp., a small high technology American firm, and a five-year patent dispute the company has in Japan with Mitsubishi Electric. Also describes key features of the intellectual property systems in Japan and related patenting strategies of firms. Finally, describes Fusion's strategy to seek help from the U.S. government. Ends with a decision of how Fusion should respond to Mitsubishi's latest negotiating moves.

Describes the rise of the German chemical industry and the specific country-based factors that contributed to the rise. Focuses on the German firm Hoechst: its history, its position after World War II, and its subsequent internationalization. Set in 1986 when Hoechst was considering a multi-billion dollar acquisition of Celanese Corp. in the United States. In considering the merits of this acquisition, students will explore the extent to which Hoechst's competitive advantages still stemmed from its home base in Germany, or from other sources. May be used with Hoechst in the United States (A) and (B).

Describes the Mexican subsidiary of Colgate-Palmolive as it sets its strategy for coping with hyperinflation and the November 1987 devaluation of the peso.