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This detailed information with regards to general management, entrepreneurship and international.
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October2010
GENERALMANAGEMENT,
ENTREPRENEURSHIP&INTERNATIONAL
MessagefromtheDirector
Withadvancesintechnologyithasbecomeeasiertosharecoursematerialsand
illegallypostdigitalitemsonwebsites,suchasFacebookandcoursewebpages,
thatcanbeaccessibletothegeneralpublic.Inordertoprotecttheintellectual
propertyofcaseauthors,itisimportanttoexplaintostudentsthatcasesare
copyrightedmaterialthatrequirepermissionfromthecopyrightholder(Ivey
Publishing)toreproduceinanyformat.
Weappreciateyourassistanceinsharingthisinformationwithyourinstitution
andstudentssothatwecanminimizecopyrightviolationsandtherebycontinue
toprovidecasesatareasonablerate.Thankyou,asalways,forusingIvey
cases.
Flexible Distribution Options
IveyPublishingprovideseducators,businessesandotherusersofcasestudies
severaloptionstoorderIveyteachingmaterialsinaflexible,convenientand
economicalway.Placeyourorderonlineatwww.iveycases.comorclickhere
toemailourofficeformoreinformationaboutprintande-distributionoptions.
CaseMate–Ivey’sTextbookMatchingResource
UseourCaseMatetextbookmatchingguidestofindcasesthatcomplementover
200textbooksinvariousbusinessdisciplines.FollowingareafewCaseMates
thathavebeenpreparedintheareaofGeneralManagement,Entrepreneurship
&International.Visitourwebsitetoviewmoreorclickheretosendusdetails
aboutyourfavoritetextbook.
Wheelen,Hunger,ConceptsinStrategicManagementandBusinessPolicy:
AchievingSustainability,12/e,Pearson(2010)
Barringer,Ireland,Entrepreneurship:SuccessfullyLaunchingNewVentures,3/e,
Pearson(2010)
Hill,InternationalBusiness:CompetingintheGlobalMarketplace,8/e,McGraw-
Hill(2011)
NewCasesinGeneralManagement,Entrepreneurship
&International
ThenewestcasesfromtheIveycasecollectionareavailableforreview.Please
visittheNewCasesareaoftheIveyPublishingwebsitetoseethedetailsfor
casesregisteredinyourdiscipline.
ResumingInternationalizationatStarbucks9/23/2010
MarioKoster,RobAlkema,ChristopherWilliams
Starbucksenjoyedtremendousgrowthovertheprevioustwodecades.In2007,
ithadaglobalreachofover17,000storesin56countries.Between2007and
2009,however,Starbucks’relentlessmarchwasslowedbythreeforces:
increasinglyintensecompetition,risingcoffeebeanpricesandaglobal
economicrecession.Inordertoremainprofitable,thecompanystartedtoscale
backitsoverseasoperations.In2010,Starbuckswasfacedwithacritical
strategicdecision:Shouldthecompanyresumeitsinternationalexpansionand
onceagainintensifyitscommitmentsinoverseasmarkets?Ifso,what
approachshouldthecompanytake?HadthepaceofStarbucks’
internationalization(i.e.therateofopeningnewstoresabroad),therhythmof
itsinternationalization(i.e.theregularitybywhichstoreswereopenedabroad)
andgeographicalscopeofitsinternationalization(i.e.numberofnewcountries
entered)hadanimpactonthecompany’sperformanceinpreviousyears?
CouldStarbuckslearnfromitspriorinternationalizationwithinthecoffee
industryinordertoguideitsfutureinternationalstrategy?MORE >>>
Theobjectivesofthiscaseareto:exploreinternationalstrategyfromthe
perspectiveofpace,rhythmandscopeofforeignexpansion(issuesidentifiedin
aresearcharticlebyVermeulenandBarkemaentitled,“Pace,Rhythm,and
Scope
rocessDependenceinBuildingaProfitableMultinationalCorporation,”
publishedintheStrategicManagementJournal);analysetheprosandconsof
beingaggressiveininternationalexpansion;analysetheissueofresuming
internationalexpansionfollowingaperiodofabstentionorretreat.Thecase
illustrateshowtheoverallpatternofinternationalization(intermsofpace,
rhythmandscope)relatestoperformance.
Toy2R:APioneerofCreativeDesignerToysinHongKong10/13/2010
KevinAu,BernardSuen,DaisyWong
Thecaseillustratestheintriguingdevelopmentpathofafamousdesign
entrepreneurinHongKong,whowasnottrainedformallyasadesignerbut
managedtobuildanentrepreneurialcareeroutofhishobbyofcollecting
designertoys.ThiscaseissuitableforteachingMBAandsenior
undergraduatestudentsaboutresourcesacquisitionatthestartup,
developmentandexpansionstagesinanentrepreneurshipcourse.Itcanalso
beutilizedinproductdevelopmentandinnovationmanagementcoursesfor
business,engineeringanddesignschoolstudents.MORE >>>
ThiscaseissuitableforMBAandseniorundergraduateentrepreneurship
courseswhendiscussingresourceacquisitionatthestartup,developmentand
expansionstages.Itcanalsobeutilizedinproductdevelopmentand
innovationmanagementcoursesforstudentsinbusiness,engineeringand
design.
UTVandDisney:AStrategicAlliance(A)9/21/2010
AtanuAdhikari,RamaDeshmukh
Thecasedescribesthedilemmafacedbytheseniorvice-presidentofbusiness
developmentandstrategywhendecidingin2006whetherUTVSoftware
CommunicationsLtd.(UTV)shouldgoaheadwithajointventurewithWalt
DisneyCompany(Disney)evenifitmeantsellingHungamaTV,theleading
children'schannelinIndia,toDisney.UTVwasoneofthelargemedia
companiesinIndiaandhaddiversifiedinterests,includingTVcontent,movies,
animationandnewmediacontent.AlthoughUTVhadopenedoperationsinthe
UnitedStates,theUnitedKingdomandothercountriestwoyearsbefore,its
internationalpresencewaslimited.TheCEOofUTVwantedUTV'sbusinessto
increasefromRs2billiontoRs5billionby2008andtoRs10billionby2010.This
seemedpossibleifUTVwentaheadwithastrategicalliancewithDisney.UTV
anticipatedthatanalliancewithDisneyinIndiawouldhelpitincreaseits
businessinallotherverticalsglobally.Ontheotherhand,Disney,alarge
multinational,hadseveralrecordsofacquisition.Thevice-presidentofUTVwas
concernedthatDisney'sinterestinastrategicalliancecouldbepartofalong-
termplantoacquirethecompanyandbenefitfromitsprofitablebusiness.Since
UTVhadestablisheditselfintheIndianmediaindustryoverthelast15years,it
couldcollaboratewithdifferentcompaniesthroughitsvariousverticals,thereby
reducingthethreatoflosingitsidentity.MORE >>>
Thecaseachievesthefollowinglearningobjectives:1)toexplorevarious
possibilitiesofstrategicallianceswithmultinationalsinordertoexpandbusiness
whenitmeanssellingoffonepartofthebusinesstoamultinational;2)toassess
thecostsandbenefitsassociatedwithcross-bordermergersinvolving
acquisitionsofonepartofthebusinessandalliancesinanotherpart;3)to
identifybusinessopportunitieswhileintegratingwithaforeignentity;4)tocome
upwith"win-win"strategiesthatencompassmultiplestakeholdersofabusiness.
AreYouRegistered?
Notsureifyouareregisteredonourwebsitetoviewthefulltextofcasesand
[email protected].
Ivey Publishing is the leader in providing business case studies with a global perspective. With over 8,000 products in our
collection, Ivey Publishing adds 200 classroom-tested case studies each year. Virtually all cases have teaching notes. Clear,
concise, and current, Ivey cases are lauded by the academic community as meeting the rigorous demands of management
educationbyrespondingtotheeverchangingneedsofbusinessandsociety.
I VEYP UBL I SHI NG
RichardIveySchoolofBusiness
TheUniversityofWesternOntario
1151RichmondStreetNorth
London,ONN6A3K7
(t)519.661.3208/tollfree800.649.6355(inNorthAmerica)|(f)519.661.3882
(e)[email protected]
www.iveycases.com
Ifthisissuewasforwardedtoyouandyouwouldliketobeginreceivingacopyofyourown,pleaseclickheretoregister.Youarereceivingthis
messagebecauseyouareregisteredasacustomerofIveyPublishing.ToberemovedfromtheIveyPublishingUpdatemailing,pleasereplytothise-
mailwiththeword"remove"inthesubjectline.
doc_741970457.pdf
This detailed information with regards to general management, entrepreneurship and international.
VisitourWebSite
SignIn
SearchCaseCollection
CasesbyTheme
CaseMate–TextbookCase
Matching
Translations
October2010
GENERALMANAGEMENT,
ENTREPRENEURSHIP&INTERNATIONAL
MessagefromtheDirector
Withadvancesintechnologyithasbecomeeasiertosharecoursematerialsand
illegallypostdigitalitemsonwebsites,suchasFacebookandcoursewebpages,
thatcanbeaccessibletothegeneralpublic.Inordertoprotecttheintellectual
propertyofcaseauthors,itisimportanttoexplaintostudentsthatcasesare
copyrightedmaterialthatrequirepermissionfromthecopyrightholder(Ivey
Publishing)toreproduceinanyformat.
Weappreciateyourassistanceinsharingthisinformationwithyourinstitution
andstudentssothatwecanminimizecopyrightviolationsandtherebycontinue
toprovidecasesatareasonablerate.Thankyou,asalways,forusingIvey
cases.
Flexible Distribution Options
IveyPublishingprovideseducators,businessesandotherusersofcasestudies
severaloptionstoorderIveyteachingmaterialsinaflexible,convenientand
economicalway.Placeyourorderonlineatwww.iveycases.comorclickhere
toemailourofficeformoreinformationaboutprintande-distributionoptions.
CaseMate–Ivey’sTextbookMatchingResource
UseourCaseMatetextbookmatchingguidestofindcasesthatcomplementover
200textbooksinvariousbusinessdisciplines.FollowingareafewCaseMates
thathavebeenpreparedintheareaofGeneralManagement,Entrepreneurship
&International.Visitourwebsitetoviewmoreorclickheretosendusdetails
aboutyourfavoritetextbook.
Wheelen,Hunger,ConceptsinStrategicManagementandBusinessPolicy:
AchievingSustainability,12/e,Pearson(2010)
Barringer,Ireland,Entrepreneurship:SuccessfullyLaunchingNewVentures,3/e,
Pearson(2010)
Hill,InternationalBusiness:CompetingintheGlobalMarketplace,8/e,McGraw-
Hill(2011)
NewCasesinGeneralManagement,Entrepreneurship
&International
ThenewestcasesfromtheIveycasecollectionareavailableforreview.Please
visittheNewCasesareaoftheIveyPublishingwebsitetoseethedetailsfor
casesregisteredinyourdiscipline.
ResumingInternationalizationatStarbucks9/23/2010
MarioKoster,RobAlkema,ChristopherWilliams
Starbucksenjoyedtremendousgrowthovertheprevioustwodecades.In2007,
ithadaglobalreachofover17,000storesin56countries.Between2007and
2009,however,Starbucks’relentlessmarchwasslowedbythreeforces:
increasinglyintensecompetition,risingcoffeebeanpricesandaglobal
economicrecession.Inordertoremainprofitable,thecompanystartedtoscale
backitsoverseasoperations.In2010,Starbuckswasfacedwithacritical
strategicdecision:Shouldthecompanyresumeitsinternationalexpansionand
onceagainintensifyitscommitmentsinoverseasmarkets?Ifso,what
approachshouldthecompanytake?HadthepaceofStarbucks’
internationalization(i.e.therateofopeningnewstoresabroad),therhythmof
itsinternationalization(i.e.theregularitybywhichstoreswereopenedabroad)
andgeographicalscopeofitsinternationalization(i.e.numberofnewcountries
entered)hadanimpactonthecompany’sperformanceinpreviousyears?
CouldStarbuckslearnfromitspriorinternationalizationwithinthecoffee
industryinordertoguideitsfutureinternationalstrategy?MORE >>>
Theobjectivesofthiscaseareto:exploreinternationalstrategyfromthe
perspectiveofpace,rhythmandscopeofforeignexpansion(issuesidentifiedin
aresearcharticlebyVermeulenandBarkemaentitled,“Pace,Rhythm,and
Scope
rocessDependenceinBuildingaProfitableMultinationalCorporation,”publishedintheStrategicManagementJournal);analysetheprosandconsof
beingaggressiveininternationalexpansion;analysetheissueofresuming
internationalexpansionfollowingaperiodofabstentionorretreat.Thecase
illustrateshowtheoverallpatternofinternationalization(intermsofpace,
rhythmandscope)relatestoperformance.
Toy2R:APioneerofCreativeDesignerToysinHongKong10/13/2010
KevinAu,BernardSuen,DaisyWong
Thecaseillustratestheintriguingdevelopmentpathofafamousdesign
entrepreneurinHongKong,whowasnottrainedformallyasadesignerbut
managedtobuildanentrepreneurialcareeroutofhishobbyofcollecting
designertoys.ThiscaseissuitableforteachingMBAandsenior
undergraduatestudentsaboutresourcesacquisitionatthestartup,
developmentandexpansionstagesinanentrepreneurshipcourse.Itcanalso
beutilizedinproductdevelopmentandinnovationmanagementcoursesfor
business,engineeringanddesignschoolstudents.MORE >>>
ThiscaseissuitableforMBAandseniorundergraduateentrepreneurship
courseswhendiscussingresourceacquisitionatthestartup,developmentand
expansionstages.Itcanalsobeutilizedinproductdevelopmentand
innovationmanagementcoursesforstudentsinbusiness,engineeringand
design.
UTVandDisney:AStrategicAlliance(A)9/21/2010
AtanuAdhikari,RamaDeshmukh
Thecasedescribesthedilemmafacedbytheseniorvice-presidentofbusiness
developmentandstrategywhendecidingin2006whetherUTVSoftware
CommunicationsLtd.(UTV)shouldgoaheadwithajointventurewithWalt
DisneyCompany(Disney)evenifitmeantsellingHungamaTV,theleading
children'schannelinIndia,toDisney.UTVwasoneofthelargemedia
companiesinIndiaandhaddiversifiedinterests,includingTVcontent,movies,
animationandnewmediacontent.AlthoughUTVhadopenedoperationsinthe
UnitedStates,theUnitedKingdomandothercountriestwoyearsbefore,its
internationalpresencewaslimited.TheCEOofUTVwantedUTV'sbusinessto
increasefromRs2billiontoRs5billionby2008andtoRs10billionby2010.This
seemedpossibleifUTVwentaheadwithastrategicalliancewithDisney.UTV
anticipatedthatanalliancewithDisneyinIndiawouldhelpitincreaseits
businessinallotherverticalsglobally.Ontheotherhand,Disney,alarge
multinational,hadseveralrecordsofacquisition.Thevice-presidentofUTVwas
concernedthatDisney'sinterestinastrategicalliancecouldbepartofalong-
termplantoacquirethecompanyandbenefitfromitsprofitablebusiness.Since
UTVhadestablisheditselfintheIndianmediaindustryoverthelast15years,it
couldcollaboratewithdifferentcompaniesthroughitsvariousverticals,thereby
reducingthethreatoflosingitsidentity.MORE >>>
Thecaseachievesthefollowinglearningobjectives:1)toexplorevarious
possibilitiesofstrategicallianceswithmultinationalsinordertoexpandbusiness
whenitmeanssellingoffonepartofthebusinesstoamultinational;2)toassess
thecostsandbenefitsassociatedwithcross-bordermergersinvolving
acquisitionsofonepartofthebusinessandalliancesinanotherpart;3)to
identifybusinessopportunitieswhileintegratingwithaforeignentity;4)tocome
upwith"win-win"strategiesthatencompassmultiplestakeholdersofabusiness.
AreYouRegistered?
Notsureifyouareregisteredonourwebsitetoviewthefulltextofcasesand
[email protected].
Ivey Publishing is the leader in providing business case studies with a global perspective. With over 8,000 products in our
collection, Ivey Publishing adds 200 classroom-tested case studies each year. Virtually all cases have teaching notes. Clear,
concise, and current, Ivey cases are lauded by the academic community as meeting the rigorous demands of management
educationbyrespondingtotheeverchangingneedsofbusinessandsociety.
I VEYP UBL I SHI NG
RichardIveySchoolofBusiness
TheUniversityofWesternOntario
1151RichmondStreetNorth
London,ONN6A3K7
(t)519.661.3208/tollfree800.649.6355(inNorthAmerica)|(f)519.661.3882
(e)[email protected]
www.iveycases.com
Ifthisissuewasforwardedtoyouandyouwouldliketobeginreceivingacopyofyourown,pleaseclickheretoregister.Youarereceivingthis
messagebecauseyouareregisteredasacustomerofIveyPublishing.ToberemovedfromtheIveyPublishingUpdatemailing,pleasereplytothise-
mailwiththeword"remove"inthesubjectline.
doc_741970457.pdf