Session 11
Track Chair and Session Chair: Vijaya Narapareddy, University of Denver
CASES:
Anglo American College in Prague (C)
Mark Anderen, AllAdvantage.com
Joan Winn, University of Denver
Packages and Mitsubishi- International Joint Venture Negotiations
Arif Butt & Humaira Arif, McGill University
Samsung Electronics
John Y.T. Kuark[1]
(University of Denver)
Jayoon Koo (Soongsil University, S.Korea)
Dae Ryun Chang ( Yonsei University, S.Korea)
Vijaya Narapareddy (University of Denver)
Inflow.com
Nancy Sampson, Gordon Von Stroh, and Vijaya
Narapareddy
University of Denver
ANGLO
AMERICAN COLLEGE IN PRAGUE (C)
Mark Andersen, AllAdvantage.com
Joan Winn, University of Denver
Case Objectives and Use
This case is intended for an undergraduate course in strategic management or international business. This case can also be used in a course on entrepreneurship. The case is positioned to discuss the strategic positioning and managerial and organizational skills needed to bring a company through the stages of start-up, stabilization, and growth.
A major theme of this case concerns the strategic positioning and stages of growth for a young organization in a changing economy. This case should serve as a basis for discussion about:
1. Leadership and transition
2. Stages of development of a new venture
3. Strategic positioning for viability, stability and growth.
4. Funding and sustaining a non-profit enterprise
This case is
based on field research, in cooperation with the host organization.
Case Synopsis
The Anglo-American College in Prague (AAC) was started in 1991, shortly after the Velvet Revolution ushered in the Czech Republic's new era of independence and market-driven competitiveness. The underfunded state universities' inability to supply the multinational companies' desires for English-speaking managers and employees, provided the opportunity for new providers of university-level education. AAC attracted transient American and British expatriates as faculty and non-traditional and foreign students. Sparse funding kept its administrative staff lean and facilities and student support services poor. In 1994, AAC found a permanent building and began establishing systems and procedures. After ousting its Administrative Director in 1996, Richard Jones, a British historian, took the helm and built AAC's programs and prestige. By the end of the summer of 1998, Richard was leaving, along with some of the more competent managers who had started with him in 1996. The case ends as Roger Cole, a retired American professor, attempts to bring AAC "to the next level," following Richard's legacy of academic rigor, open management, and community connectedness.
________
Contact:
Joan Winn, Daniels College of Business, University of Denver, Department of
Management, Denver, Colorado 80208.
phone: 303-871-2192. e-mail jwinn@du.edu
PACKAGES AND
MITSUBISHI - INTERNATIONAL JOINT VENTURE NEGOTIATIONS
Arif Butt & Humaira
Arif, McGill University
Case
Objectives and Use
This case shows the complexities of cross-cultural negotiations. It is intended to be used for two main teaching objectives: first, to analyze the factors that influence joint venture negotiations, and second, to understand the negotiation interaction process in a cross-cultural context. The case shows that the cultural differences between the two parties lead to different negotiation strategies, motives, and tactics during the negotiation process.
This case is suitable for graduate and undergraduate courses in negotiation. The case is useful in the latter part of the course because it integrates various negotiation concepts and variables in a comprehensive manner.
Case Synopsis
Syed Babar Ali, founder and Advisor to Packages Limited proposed establishing a joint venture with Mitsubishi Corporation, during his visit to Japan. Upon returning to Pakistan, he asked the senior management at Packages to negotiate a joint venture agreement with Mitsubishi Corporation. Both Packages Limited and Mitsubishi Corporation agreed in principle to establish a joint venture for the production of biaxially oriented polypropylene (BOPP) film in Pakistan. Market research showed that the market of BOPP film in Pakistan was about 5,035 tons. Fifty percent of the film was imported from Europe and the Far East while the rest was made locally.
The case describes the strategies, issues, and tactics involved in the negotiation process. The major issues discussed included the price and capacity of the plant, the reimbursement of Mitsubishi's investment if the company suffered repeated losses, raw material supply from Mitsubishi, equity participation, and the control of the management and the board of the new company.
In April, 1993, Mr. Javed Aslam, the Deputy General Manager of Packages, received a quotation of US $6.4 million for a 6000 ton plant from Mitsubishi Heavy Industries. He had to decide if it was feasible for Packages to go ahead with the joint venture with Mitsubishi Corporation and what counter offer to make to Mitsubishi Heavy Industries.
Contact: Arif Butt (e-mail: arifb@lums.edu.pk; tel: 514-398-4043)
SAMSUNG ELECTRONICS (1996)
John Y.T. Kuark[2]
(University of Denver)
Jayoon Koo
(Soongsil University, S.Korea)
Dae Ryun Chang ( Yonsei University, S.Korea)
Vijaya Narapareddy (University of Denver)
Case
Summary and Objectives
In 1996, Samsung Electronics (SE), a South Korean
multinational corporation, faced the critical decision of whether to expand
further in the memory chip market or not. The industry was plagued with
overcapacity as a result of global competition from several American, European,
and Japanese companies.
The case presents the history of the company,
developments in the industry, and the South Korean economy. It allows instructors to challenge students
to:
--evaluate
SE’s proposed expansion;
--examine
industry dynamics; and
--reflect
on cross-cultural differences in managerial decision-making.
Courses
The case is intended for graduate, executive, and
undergraduate courses in the following areas.
I.
International
Management
II.
Strategic Management
INFLOW.COM
Nancy Sampson,
Gordon Von Stroh, and Vijaya Narapareddy
University of
Denver, Denver, CO 80208
Case Summary
This
case centers on Inflow.com’s proposed overseas expansion to Dublin, Ireland
juxtaposed against an aggressive domestic growth plan in place.
Inflow.com founded in September 1997 in
Denver, Colorado, experienced fast growth in a short period of three
years. It was in the business of
providing co-location facilities, comprised of customized physical space and
network connections for their customers’ computer equipment. In addition, they offered value-added
services for their e-business and data communications applications.
The
case provides information on the strategy the two founders pursued in
positioning the company. Technology
developments are discussed illustrating the challenges top management faced in
developing the suite of information technology management services, which
Inflow offered. These services
satisfied the pressing needs of small- and medium-sized businesses in
facilitating their e-commerce
transactions.
The
case offers students the opportunity to evaluate Inflow’s:
a) overseas
expansion decision;
b) strategy and
business model; and
c) technology
management.
Courses
It
is appropriate for executive-, graduate-, and senior-level courses in:
·
International Business and Management;
·
Technology Management;
·
Strategic Management; and
·
E-Business Strategy & Entrepreneurship.
Contact: Nancy
Sampson, University of Denver, Denver, CO 80208. Tel: 303-871-2195. E-mail: nsampson@du.edu
[1] Contact: Prof. John Y.T. Kuark, Daniels College of Business, Department of
Statistics, University of Denver, Denver, CO 80208.
E-mail:Jkuark@du.edu
[2] Contact: Prof. John Y.T. Kuark, Daniels College of Business, Department of
Statistics, University of Denver, Denver, CO 80208.
E-mail:Jkuark@du.edu