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Case Studies by Hellmut Schütte

24 case studies

by Publication Date
published: 30 Aug 1997

  • Topic: Strategy
  • Industry: Hotels
  • Region: Asia

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Abstract:
As the world’s largest hotel group, Accor has been late entering Asia. In 1987 it finally pushes ahead with an aggressive expansion strategy using its brands Novotel, Mercure and Ibis. However, lack of capital and arguments between HQ in France and the legally independent regional center in Sydney in 1996 raise questions as to whether the rapid development can continue.

Pedagogical Objectives:
The case discusses the strategic and organizational issues facing a latecomer in the hotel/leisure industry in Asia. It focuses on the question of how much autonomy should be transferred to the region, and how much standardization is required in an industry, which increasingly operates with global brands, but faces different service requirements in different parts of the world.

Keywords:
Strategy, Asia, Expansion, Entry Strategy, Multinational, Organisation, Product Adaptation

published: 03 Jan 1997

  • Topic: Marketing
  • Industry: Sport / Entertainment
  • Region: Asia

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Abstract:
The case describes the development of a concept for and the launch of a professional soccer league in Japan. Clubs have to be selected, players brought up to international standards, revenue ensured to make soccer compete successfully against baseball and Japan the nation for hosting the World Cup in 2002.

Pedagogical Objectives:
The development of a concept for a complete service product in the sports and entertainment business. Identifying and managing actors (clubs and players), sponsors (companies and communities), and media (TV, advertising agencies) for a successful launch towards the general public of games and associated products.

Keywords:
Marketing of Services, Market Entry, Launch of Services, Positioning, Japan, Professional Football

published: 01 Jan 1997

  • Topic: Economics & Finance
  • Industry: Electronics
  • Region: Europe

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Abstract:
Daewoo Group companies run a distant third or fourth in their respective industries in Korea, but they are rapidly expanding their presence, mainly through acquisitions, in foreign markets. In this context, Daewoo Electronics makes a bid in 1996 for the heavily indebted French electronics manufacturer Thomson Multimedia, which is being privatised. The French government's October announcement of its preference for Daewoo's bid unleashes a storm of criticism in France, and the French Privatisation Commission's subsequent refusal to endorse the government's decision creates a major diplomatic incident between France and Korea.

Pedagogical Objectives:
To introduce one of the most aggressive Korean chaebol and its extraordinary growth plans. To expose the complexity of the issues, which can surround cross-border, cross-cultural acquisitions. T o contrast Korean and French industrial policies.

Keywords:
Internationalisation, Globalisation, Korean Mncs, Government Policy, Privatisation, Acquisition, State-Owned Enterprise, France, European Competitiveness Initiative, European Competitiveness, Europe, Government and Policy

Related:

published: 01 Dec 1996

  • Topic: Marketing
  • Industry: Luxury Product, Jewellery/Watches
  • Region: Asia

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Abstract:
When Japan’s bubble-economy of the 80s turns towards stagnation in the 90s, Cartier is faced with a need to reposition its range of luxury products through changes in distribution, pricing, advertising and product portfolio. However, its move further up-market may cut Cartier off from the generation of younger spenders.

Pedagogical Objectives:
To demonstrate that a range of subtle changes in the marketing-mix - introduced even against conventional wisdom - can lead to a successful repositioning of a brand in a difficult market environment.

Keywords:
Market Environment, Consumer Behaviour, Repositioning, Luxury Products, Japan, Pricing

published: 01 Oct 1996

  • Topic: Operations
  • Industry: Hotel Business; Services; Hospitality
  • Region: Asia

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Abstract:
The ACCOR group was started in 1967 in France with the introduction of the Novotel concept. Over the following 30 plus years it developed a group of hotels: Sofitel, Novotel, IBIS and Formule 1 and extended the groups business in the USA and Asia. With a range of brands marketed at different price levels the group has enjoyed wide market coverage. As with its previous internationalisation projects, ACCOR approached a different set of challenges in developing in Asia. This case examines in more detail the expansion into the Indonesian market.

Pedagogical Objectives:
This case illustrates the key steps involved in expanding abroad: Identifying an appropriate market Deciding on an entry strategy and development speed Deciding how to service the value proposition, the formulation and the delivery system to adapt efficiently in the chosen markets and how, eventually, to respond to new competition

Keywords:
Management of Services, Internationalization of Services, Hotel Management

published: 04 Jan 1996

  • Topic: Strategy
  • Industry: Elevators
  • Region: Asia

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Abstract:
Otis has negotiated two joint-venture contracts in Vietnam for the manufacture of elevators. The aim is to erect entry barriers and to build a service organisation before their competition. However, competition heats up immediately in a small, short-term oriented market suffering from regulatory uncertainties.

Pedagogical Objectives:
This case demonstrates the uncertainties of emerging markets such as Vietnam. It also discusses the government's wish to receive technology for upgrading its manufacturing capabilities is contrasted with the realities of the market, and technical and managerial constraints of a large MNC. The role of the government as both regulator and partner is displayed.

Keywords:
Entry Strategy, Developing Market, Joint Venture, First Mover Advantage

published: 02 Jan 1996

  • Topic: Strategy
  • Industry: Ball Bearings
  • Region: Asia

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Abstract:
In 1991, SKF enters the Vietnamese market by setting up a representative office, which is not allowed by the government to import or distribute directly. Arrangements are made with various outside partners. The key to success lies in providing services, a difficult undertaking under restrictions, which one-day will change.

Pedagogical Objectives:
Discussion of market entry modes under government restrictions. Partnerships in distribution particularly related to stock holding, financing and service provision. Development of alternative competitive scenarios under changing government policies.

Keywords:
Market Entry, Industrial Marketing, Asian Business, Distribution, Service Delivery, Foreign Investment, Government Policy

published: 01 Jan 1995

  • Topic: Strategy
  • Industry: Glass manufacturing
  • Region: Global

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Abstract:
Asahi Glass acquired the large, but financially weak, Belgian glassmaker Glaverbel in 1981. Asahi of Japan is one of the leading glass manufacturers in the world and holds 76% of Glaverbel's shares. However, Asahi lets Glaverbel's management pursue its own internationalisation strategy. At the same time, Asahi Glass establishes itself as a global player.

Pedagogical Objectives:
This case focuses on the careful approach of Asahi Glass in integrating the acquired Belgian company Glaverbel into its globalisation strategy. Glaverbel has international ambitions both within Europe and outside. How does Asahi Glass control Glaverbel without demotivating the management? Should it convert Glaverbel into its European headquarters?

published: 01 Jan 1994

  • Topic: Strategy
  • Industry: Chemicals
  • Region: Asia

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Abstract:
The case describes the efforts of Henkel to focus the attention of its various business units on fast growing Asia. It shows the process of strategy development and implementation with the help of a regional headquarters. Business picks up rapidly, but the speed of expansion may be insufficient compared to market growth and competition.

Pedagogical Objectives:
To demonstrate the difficulties a company has in changing the mind of its managers regarding territories outside the boundaries of traditional strength. To highlight the importance of symbolic actions in large complex multinational firms.

published: 01 Jan 1993

  • Topic: Strategy
  • Industry: Chemical Industry
  • Region: Europe

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Abstract:
Describes the problems of a leading Japanese detergents company entering Europe. In 1992 it had operations in 10 countries, though not in its core business. Coordination across Europe remained difficult and Japanese and European managers encountered communication problems. The reaction of Kao's headquarters in Tokyo was to reorganise.

Pedagogical Objectives:
To discuss internationalisation and entry strategy, how to manage across borders and cultures, and organisational structures versus networking.

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