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Case Studies by L. Felipe Monteiro

19 case studies

published: 11 Dec 2017

  • Topic: Strategy
  • Industry: Information Technology
  • Region: Global

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Abstract:
Thirty years after being founded by CEO Marco Stefanini, Stefanini is one of the largest providers of ICT services in Latin America. Unlike most Brazilian (and Latin American) companies, Stefanini has focused on international markets for many years. As a truly global company with presence in 41 countries it is one of the most globalized companies in Brazil, with 21, 200 employees and over US$800 million in revenues. In 2017, Stefanini is helping many companies with their digital transformation/journey, while at the same time being transformed itself as traditional sources of revenue diminish/disappear. Hence digital is both a great opportunity (in terms of new business) but also a challenge. How Stefanini will transform itself? What avenues to growth exist, and what alternatives in terms of new business models, new geographies, acquisitions?

Pedagogical Objectives:
Discuss how a Latin American company became a global player in the ICT sector, and how it is helping companies worldwide with their digital journeys as well as being transformed itself.

Keywords:
Digital Transformation, Internationalization, Information Technology, Global Strate, Emerging Markets, Brazil, Outsourcing.

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published: 28 May 2018

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Abstract:
Jean-Marc Frangos, Managing Director of Products & Services Research and Open Innovation at BT Group is looking to optimize the London-based telcom company’s external innovation process – scouting for new technologies from Silicon Valley, Israel and Asia. Having taken on responsibility for some of BT’s internal research labs in 2017, he needs to boost synergies between internal research and external innovation, and to evaluate how these will play out in the future for telecom companies and the implications for BT.

Pedagogical Objectives:
To explore (i) how multinational firms access and integrate external technologies from various places across the globe, (ii) the challenges of integrating external knowledge, (iii) the management of synergies between organizational units / sub-domains, (iv) the evolution of the competitive environment and its implications for firm strategy.

Keywords:
Global Open Innovation, Global Strategy, Technology Scouting, Silicon Valley, Telecoms, Partnerships Large Firms and Start-Ups, Knowledge Management, Digital Transformation, Innovation Clusters

published: 03 Dec 2015

  • Topic: Strategy
  • Industry: Banking
  • Region: South America

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Abstract:
Banco do Brasil, a leading Brazilian bank and one of its most established institutions, has a number of growth options. After a long but timid internationalization trajectory, it foresees various foreign expansion opportunities based on Brazil's accelerating economy and international visibility. These economic and social improvements also open up tempting domestic opportunities.

Pedagogical Objectives:
To understand the various issues firms face when seeking to expand overseas: (1) the reasons for internationalization and the difficulties they encounter; (2) issues to consider when selecting foreign countries where they can be most successful; and (3) the challenges and opportunities for state-owned multinationals from emerging markets.

Keywords:
Internationalization, Foreign Expansion, Emerging Markets, Brazil, Banking, State-Owned Enterprises, Financial Crisis, Latin America

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published: 29 Sep 2014

  • Topic: Strategy
  • Industry: Banking
  • Region: South America

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Abstract:
Banco do Brasil, a leading Brazilian bank and one of its most established institutions, has a number of growth options. After a long but timid internationalization trajectory, it foresees various foreign expansion opportunities based on Brazil's accelerating economy and international visibility. These economic and social improvements also open up tempting domestic opportunities.

Pedagogical Objectives:
To understand the various issues firms face when seeking to expand overseas: (1) the reasons for internationalization and the difficulties they encounter; (2) issues to consider when selecting foreign countries where they can be most successful; and (3) the challenges and opportunities for state-owned multinationals from emerging markets.

Keywords:
Internationalization, Foreign Expansion, Emerging Markets, Brazil, Banking, State-Owned Enterprises, Financial Crisis, Latin America

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published: 30 Jul 2014

  • Topic: Strategy
  • Industry: Pharmaceuticals
  • Region: Global

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Abstract:
The case presents a situation in which Merck’s World Wide Licensing (WWL) division needs to make important organizational decisions to increase the speed, the breadth and the efficiency of its global licensing and partnering activities.

Pedagogical Objectives:
Understand why and how firms are becoming more open to external knowledge, and the structural and behavioral challenges in organizing a global licensing/partnering function within a large multinational corporation.

Keywords:
Partnering, Open Innovation, Pharmaceuticals, Corporate Entrepreneurship, Licensing, Technology Scouting, Corporate Development, Multinational Corporations, Corporate Governance, Value Creation, Strategy and Implementation

published: 26 Feb 2018

  • Topic: Strategy
  • Industry: Digital transformation
  • Region: South America

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Abstract:
The case presents the “leapfrogging” opportunities for Latin America brought by the digital revolution and innovation. It examines the region’s economic and commercial achievements made possible by the huge penetration of mobile vs fixed broadband. In addition, digital transformation is helping to address social issues such as financial exclusion, unemployment and healthcare. Also, by improving transparency in the system, digital has the potential to reduce corruption, one of the biggest obstacles to doing business in Latin America.

Pedagogical Objectives:
This study provides an overview of the leapfrogging opportunities that digital transformation offers Latin America as well as the challenges to be overcome for it to deliver on the promises of the digital revolution. It can serve either as a complementary case to the Stefanini case package, or as a standalone piece for instructors teaching about digital challenges and opportunities in Latin America.

Keywords:
Digital Distruption, Emerging Markets, Blockchain, Latin America, Fintech, Ehealth, Ecommerce, Smart City, Leapfrogging, Technolatinas, Digital Revolution, Digital Transformation

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published: 25 Jun 2018

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Abstract:
The case describes Operation “Lava Jato” (Car Wash) in Brazil, one of largest anti-corruption investigations in the world. Operation Car Wash brought to light the shady relationships between government contractors, political campaign agencies and high-profile politicians in what were known as ‘pay-for-play’ schemes – bribes and campaign contributions paid by major corporations to government officials and political parties in exchange for lucrative government contracts which were over-invoiced to ‘cover the costs’. By March 2018, 123 defendants had been convicted (their cumulative prison sentences amounting to 1,861 years), many from the highest echelons of government and business.

Pedagogical Objectives:
The aim is to discuss how doing business in Brazil is being transformed by one of the largest corruption probes in history. More broadly, the case allows instructors to examine institutional changes in emerging markets and their implications for business.

Keywords:
Corruption, Emerging Markets, Car Wash, Lava-Jato, Brazil, Sergio Moro, Institutional Change, Latin America

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published: 25 Jan 2016

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Abstract:
Read a related Knowledge article " Brazil’s X Factor " by Felipe Monteiro.

Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase. His success comes from his strength in exploiting the institutional void in Brazil to uncover new market opportunities; operationalizing these new businesses is quite another challenge.

Pedagogical Objectives:
1. Institutional voids and the ability of firms to exploit such voids for new business opportunities. 2. Organizational ambidexterity: the challenge of exploiting existing business opportunities while exploring new ones. 3. Time compression diseconomies in building a large conglomerate in an emerging market.

Keywords:
Mining, Oil & Gas, Diversified Conglomerates, Emerging Markets, Brazil, Institutional Voids, Entrepreneurship, South America

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published: 25 Jan 2016

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Abstract:
Read a related Knowledge article " Brazil’s X Factor " by Felipe Monteiro.

Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase. His success comes from his strength in exploiting the institutional void in Brazil to uncover new market opportunities; operationalizing these new businesses is quite another challenge. Case B charts the extraordinary debacle of EBX Group and Eike Batista, who loses US$30 billion in one year.

Pedagogical Objectives:
1. Institutional voids and the ability of firms to exploit such voids for new business opportunities. 2. Organizational ambidexterity: the challenge of exploiting existing business opportunities while exploring new ones. 3. Time compression diseconomies in building a large conglomerate in an emerging market.

Keywords:
Mining, Oil & Gas, Diversified Conglomerates, Emerging Markets, Brazil, Institutional Voids, Entrepreneurship, South America

Related:

published: 25 Sep 2017

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Abstract:
Read a related Knowledge article " Brazil’s X Factor " by Felipe Monteiro.

This is a condensed version of the cases EBX Group (A): Eike Batista and the X-Factor/EBX Group (B): Autopsy of a failure. It describes the boom and bust of the EBX Group and its founder, Eike Batista. The first part traces the history of the Brazilian conglomerate from its origins as a small gold-mining operation in the early 1980s to 2012 when it has become a diversified national and global player in multiple industries. It examines Batista’s personal drive, motivations and choices, and how these influenced the strategy deployed by the company. Known for his huge ‘risk appetite’, Batista had an extraordinary ability to exploit gaps in the market when starting new businesses. The second part of the case recounts the “historic” downfall of the ‘X Empire’ which was of a magnitude and speed never seen before in the history. Batista’s personal net worth of US$30 billion – making him the seventh wealthiest person in the world and the richest in Brazil – had plummeted to US$200 million as debts piled up and the stock price went into freefall. In January 2014, Bloomberg reported that Batista had “a negative net worth”.

Pedagogical Objectives:
The case illustrates and explains the following: 1. The assets and liabilities of one of the world’s largest emerging markets – Brazil. 2. The concept of ‘institutional voids’ in emerging markets, and how companies both overcome and capitalize on these to create distinct value. 3. How business groups are formed and add value in emerging markets. 4. The challenges of making the transition from an entrepreneurial business to an operational one. 5. The concept of organizational ambidexterity – how firms need to be both entrepreneurial and innovative as well as operationally efficient – the ability to both exploit and explore. 6. Diseconomies of time compression

Keywords:
Mining, Oil & Gas, Diversified Conglomerates, Emerging Markets, Brazil, Institutional Voids, Entrepreneurship, South America

Prizes won:
- Winner of the EFMD Case Writing Competition 2017 in the Category “Latin American Business Cases”

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