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of Case Studies
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of submission: February20, 2011.
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Identify the major strategic and ethical issues faced by Colgate in its partnership with Hawley and Hazel.
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What do you think Colgate should have done to handle the situation
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Is it possible for Colgate and Hawley and Hazel to change the toothpaste's advertising without sacrificing consumer brand loyalty? Is that a possible reason for Colgate's not responding quickly to domestic complaints?
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,2/ u , *, 70/ 01 7 , - , / , = / , > In the end, was a ³no management rights´ clause good for Colgate? What could have happened during the negotiation process to get around this problem?
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u ! *!% , ' 0 , What ethical issues faced by MNC's in their treatment of foreign workers could bring allegations of misconduct in their operation? / 4 , , / , , / / ¬'* , ,
Would the use of third party independent contractors insulate MNC's from being attacked? Would that practice offer MNC's a good defensive shield against charges of abuse of ³their employees´? / = ¬'* ,
= / ¬'*, , ,6 do you think that statements by companies that describe good social and moral conduct in the treatment of their workers are part of the image those companies create and therefore are part of their advertising message? do consumers judge companies and base their buying decision on their perceptions of corporate behavior and values? Is the historic ³made in´ question now being replaced by a ³made by´ inquiry? / = , / , , ,' - 5 , , = 6 6> / , 6 8 > =* 5 , , Given the principles noted in the case, how can companies comment on their positive actions to promote human rights so that consumers will think well of them? Would you propose that a company (a) do nothing (b) construct a corporate code of ethics,(c) align itself with some of the universal covenants or compacts prepared by international agencies? / * ,// . /
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do pharmaceuticals companies have a responsibility to distribute drugs for free or at low costs in developing countries? What are the main arguments for and against such an approach?c
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What are the principal arguments of pharmaceutical companies that oppose making exceptions to IPR laws for developing countries? What are the arguments by NGOs and others for relaxing IPR laws? Answer: u , @ u / , / , u , '?3 , - , , @ ,u// , , * , u What impact would you expect South Africa's decision to levy duties on drugs imports from Western nations to have on the international distribution of drugs to South Africa? Answer: , / / / , ,/ /
In June 2002, the WTO extended the transition period during which least-developed countries had to provide patent protections for pharmaceuticals. In your opinion, is this an appropriate change in policy or a dangerous precedent? What could be some of the negative ramifications of this resolution? What about the effects for other industries? Answer: , . */ , , / / , , , "c u , %c , / ,
Given the initiatives announced by global development and aid organizations among pharmaceutical companies¶ themselves, was it necessary to relax IPR rules in order to ensure that adequate supplies of AIdS medicines would be available for distribution in the developing world? Answer: = > / ,/ u @
What role do MNCs have in providing funding or the assistance to international organizations such as the Global Fund? Answer: ¬'* , , , , 1 ,
u !% *!) * ! * ,!; 5 Identify & discuss Corning¶s strategic predisposition toward a joint venture with Vitro.
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Cultural clashes among partners in joint ventures are not a new issue. discuss why an MNC & specifically Corning would be interested in fully understanding the culture of a potential partner before deciding on an alliance. Answer: ¬'* * ,/ , , , , * * @ / @ ,
, * , ! / , - , 1 , / , If Corning and Vitro had decided to remain in the alliance, how could they have overcome their difference to make the partnership a success? Answer: * , ;
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discuss why both companies would continue to distribute each other¶s product after the joint venture failed. What impact might the public statements about the failure have on this relationship? / : ,, 5 A ,
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How might the challenges associated with post-merger integration in Europe be affected by the fact that the parents of each company in both mergers were based in the United States? Answer: , ,/ / / , / , , , , , , > /
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What specific steps were taken in the two mergers to try to align the interests of different parts of the organizations so that they were all working toward the overall good of the firm? Answer: , , / , @ , , 1 - ,1 , 1 /
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How might diversity among employees of different cultural backgrounds and with varying specialties and expertise actually strengthen an organization¶s culture after a merger?
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u !%*!(4 , %"( Using Hofstede¶s four cultural dimensions as a point of reference, what are some of the main cultural differences between the United States and France? Answer:
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- In managing its Euro disneyland operations, what are the three mistakes that the company made? Explain.
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, ,@ ! 4 ,! / ×ased on its experience, what are the three lessons the company should have learned about how to deal with diversity? describe each. Answer: , ,4 / , / ! Àc / , > , Àc / 4 , , 1 , , / Àc / / / , ?!4
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u !%*!C:¬ -A , do you believe Wal-Mart can be successful by circumventing the current Japanese distribution system? What are some of the problems you foresee? Answer:
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In your opinion what is the single most important thing Wal-Mart can do to ensure success in Japan? Explain? Answer: . , , :!¬
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In formulating its strategy for the new decade, what are the first steps that KNP should undertake? Answer: , , ,1 , , , B'u 5 , 4 , , / B'u . ! / , 4 > * , u , ,, B'u , / What type of organizational arrangement does the firm use currently? If it expanded operations into North America, what type of structure would you recommend it use? What other organizational changes would you recommend? Answer: 4 B'u vertical organizational u , ,? ? !u ? , internal organizational structure is horizontal. - , 1 4 B'u / , 1
' a mixture of both horizontal and vertical organizational In controlling operations, on what types of performance should KNP be focusing its attention? If the firm were to expand operations into South America and Asia, how would this impact on the way it would need to control operations? Explain. Answer:B'u / @ / ,,B'u , . D / @ / , , , @ . 4 , , , > , ,
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What strategy have the Reliance owners used to gain favorable treatment from the Indian government? do you think this is smart? What are the positive and the negatives? Answer: , 5 ? / , , , / , / / /
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do you think Reliance can compete against outside MNCs who do business in India? do you agree with analysts who say Reliance will find the telecom business hard going?
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1. do you believe the new HP has communicated its combined offering effectively in its international markets? What else needs to be done? Answer: ' 0u
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, >/ , 4 , Àc , / Àc Àc 0u/ 3 , 1 * , Àc . /0u/ / @ , Àc , ,/ , , 1 , , Àc ,, , ! , What will be the impact of the EU¶s single monetary union on HP in Europe? What are the pros? The cons? Answer:. , 0u 4- , / 4 ,
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Should HP move to a direct-selling model to battle dell overseas? Why or why not? Answer:=.,0 , 4!
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In your opinion, what are the three best things Carly Fiorina has been able to accomplish by merging HP and Compaq?
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What opportunities exist in the Asia-Pacific region for the entrance of new low-fare airlines? How might demand for low-fare service differ in the Asia-Pacific region and in North America and Europe? Answer: . !u , / /! . @ !u , / /! "c %c 2c )c #c (c Cc
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do governments pose a significant obstacle to the expansion of low-fare airlines in Asia? Answer: =, , @ /! ? , , D , // . ,
, , / !u , , / , Compare Air Asia¶s strategy with the strategies of Southwest and Ryanair. How is it similar to and different from strategies of those carriers? / - ,/ / /
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How do you think the Asian passenger air transport marketplace will stake out? What lessons can be drawn from the North American and European experience? Answer: , - / /, . ! , ,, , / / . / ' 4 >c 3 , , , / >c 0, ! , 0 >c . @ / , ,
Part-4, Case-12, A Copy Shop Goes Global u,!#+F
What are some of the general challenges of starting new business in another country? What specific challenges did Copy General face in Eastern and Central Europe? Answer:: / , , , "c ,,
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How important was Paul Panitz¶s vision to the decision to go into Hungary? How would you characterize his leadership and management style and his commitment to ³doing well by doing good´? Answer: u u 1 / * 4 4 /
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, 0 , 0 / / @ : ! , / , u-,/ / // , / Compare the recollections of Ken Chaletsky, a U.S. manager with Copy General, and Erno duda, Copy General¶s initial country manager in Hungary. How do their perspectives differ, and how do they reflect the cultural values of their respective countries? Answer: * , B * 4 ,B * / 4 4 / / u u 1 / * ?
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Part-4, Case-13, The Road to Hell u,!#"%
What mistakes did John ×aker make? Why did he not realize this mistake when it occurred? Answer A /@ , , * 3 , ,!¬/ A , , / 4 , / / , , / 0 , / What would you recommend that ×aker do now? Explain. Answer: /
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What does this case illustrate about human resource management in the international environment? ×e complete in your answer. Answer: . , / - / / , . / / * * / , , ¬
Part-4, Case-14, Lord John ×rowne and ×P¶s Global Shift u,!#"#
discuss John ×rowne¶s leadership style. How would you characterize his approach to global management? Answer: A / -
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How much of an impact do you think ×P¶s marketing efforts will have on shareholder value? Answer: u- , / , , , , ,
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discuss the pros and cons of ×P¶s strategy in Russia,both short term and long term. What challenges has ×P faced in its effort to became a major player in Russia. Answer:u- , ¬ / , , / , , , - , - ,- ., .'B¬ , / @ , , , * 4 4@ , 4 - , , do you think ×rowne¶s initial plan to back the U.S government¶s proposal to open up the Arctic National Wildlife Refuge in Alaska was a mistake? if so, why? Answer : / G , G ' : , / , , / / , u 0/
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discuss the difficulties of simultaneously securing growth and prompting social responsibility for oil and gas firms. What are the major challenges? Answer: ,, / , , / . , , / / / @ / ,
¬5 , * / -, / * / / , / / , 1 Given ×P¶s huge commitment to rebranding itself as µ¶socially responsible¶¶ do you think customers will believe this message from a company that, by nature contributes to environmental pollution?what other relationship could ×P develop that would be more credible? Answer: u / , 1 u- / / 7- -- , / , , , / do you view corporate social responsibility initiatives as a barrier to entry for new oil and gas concerns? Explains. Answer : = , / , * - / ,
Part-4, Case-15, Chiquita¶s Global Turnaround u,!#%" c
How would you characterize Chiquita¶s historic approach to global management? Answer: *> / , / -
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, *> describe Chiquita¶s approach to human resource management in its global supply chain. What particular human resources does Chiquita face as the purchaser, producer, and supplier of a commodity? Answer: *>- , , , , ? 0 * u * / -
/, . /, . , . , , , 4 4- . / *> / does Chiquita¶s global corporate responsibility (CR) program create a conflict between shareholders and other stakeholders? Who are Chiquita¶s main stakeholders in the United States and around the world and how are they affected by Chiquita¶s CR program?
Answer: ' *>- , $*& , / , *>- ! @ 4 . , - , 0 * , . *>- 4 /, *> How would you characterize Chiquita¶s past and present leadership? How does leadership affect a company¶s overall reputation? Answer: - / , , >. - /, , , /
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, , '/ / , , / / / , , D , ¬'*- do you believe Chiquita would have changed its policies without the presence of damaging stories in the media? If not, what does this say about Chiquita¶s old management style? Answer: ' *> / , / , , . - , / ,/ ,
What challenges does Chiquita¶s new CEO face in continuing to turn the company around and balance the interests of competing stakeholders? Answer: *>- /*43 , / , ,
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