What strategy you would have suggested to merger of the two entities successfully Justify your suggestion.
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International Business
Case Studies
CASE STUDY (20 Marks)
“Chile’s Falabella – Succeeding through
an Integrated Retail Strategy” traces the journey of Chile based retailer
S.A.C.I. Falabella (Falabella) to becoming one of the largest integrated
retailers in Latin America. A brief history of the company shows that the company
progressed with an insight into its business diversification and
internationalization strategy. Falabella’s adoption of the ‘integrated retail’
strategy was quite fruitful for the company. The case also depicts the
company’s focus on catering to the distinct needs of the various customers
across Latin America, which helped it in not only creating a strong market
position for itself, but also in staving off competition from multinational
retailers. The case concludes with a look into the company’s future plans,
which included an expansion of its retail footprint and strengthening of its
ecommerce business.
Answer
the following question.
Q1.
Evaluate the business diversification strategy for a retail company.
Q2.
Analyze the international expansion strategy undertaken by a strong regional
player.
CASE STUDY (20 Marks)
Mehta & Company is an Indian
manufacturer exporter of aluminum profiles. Mehta & Co always use open top
container for export. This exporter sent his one FCL consignment to foreign
buyer at Germany. After receiving consignment at Hamburg Germany, importer
(Buyer) found that there was water inside the container. Aluminum profile was
also damaged. Therefore Germany buyer rejected this consignment. Mehta &
company were ready to take back container in India for repairing and
reengineering. After repairing and
reengineering they want to re export same container to original buyer at
Germany.
Answer
the following question.
Q1.
Is it possible to bring back exported container in to India? Explain.
Q2.
What are Customs formalities while import of exported container?
Q3.
What are Customs formalities while re export of repaired material?
Q4.
As per Customs, What the main conditions for re export of repaired /re
conditioned items.
CASE STUDY (20 Marks)
EU Trade Commissioner Karel De Gucht,
the Belgian Minister of Foreign Affairs Steven Vanackere representing the
Presidency of the Council of the European Union (EU), and the Korean Minister
for Trade Kim JongHoon today signed a Free Trade Agreement (FTA) between the EU
and South Korea. This FTA is the most ambitious trade agreement ever negotiated
by the EU and the first with an Asian country. Today’s signature signals a
significant step on the road to its implementation and is one of the main
events of the EUKorea Summit taking place in Brussels today.
"The agreement between the EU and South Korea marks a significant achievement in improving our trade links. It
will provide a real boost to jobs and growth in Europe at this critical time.
This wide ranging and innovative deal is a benchmark for what we want to
achieve in other trade agreements", said Commissioner De Gucht. "Tackling
the more difficult nontariff barriers to international commerce can cut the
costs of doing business as much if not more than getting rid of import
duties." The text of the FTA was initialed between the European Commission
and South Korea on 15 October 2009. Since then the text of the Agreement was
translated into Korean and 21 EU languages. All EU Member States have signed
the FTA ahead of today's official signing ceremony. The date of provisional
application will be 1 July 2011, provided that the European Parliament has
given its consent to the FTA and the Regulation of the European Parliament and
of the Council
implementing the bilateral safeguard
clause of the EU South Korea FTA is in place. The EU Member States will have to
also ratify the agreement according to their own laws and procedures. One study
estimates that the deal will create new trade in goods and
services worth €19.1 billion for the
EU; another study calculates that it will more than double the bilateral EU South
Korea trade in the next 20 years compared to a scenario without the FTA. The
agreement will remove virtually all import duties between the two
economies as well as many nontariff barriers.
It will relieve EU exporters of industrial and agricultural goods to South
Korea from paying tariffs. Once the duties are fully eliminated, EU exporters
will save € 1.6 billion annually. Half of these savings will be
applicable already on the day of the
entry into force of the Agreement. The FTA will also create new market access
in services and investment and will make major advances in areas such as
intellectual property, procurement, competition policy and trade and sustainable
development.
Answer
the following question.
Q1.
What are the objectives and contents of the recent free trade agreement signed
between the European Union and South Korea?
Q2.
What are the economic underlying principles of this agreement?
Q3.
Why has the agreement been questioned both in the EU and South Korea?
Q4.
Why are Japanese businessmen worried about the agreement? Why are Japanese
policymakers trying to sign a similar deal with the EU?
case (20 Marks)
In September 1988, Warner Hindustan was
merged with Parke Davisboth offshoots of the same parent, Warner Lamber Company
of the US. Parke Davis had a single
location at Mumbai, and Warner Hindustan was multilocational. The vagaries of
the oppressive
Drug Price Control Order (DPCO), the
fact that both the companies belonged to the pharmaceutical industry, and the
potential of realising synergies had ied to the merger. The objectives to forge
an alliance were : creating a scope for growth, building complimentarily in
product portfolio, and leveraging their brand power. The two companies had very
contrasting cultures. Parke Davis was a people driven company which practiced
participative and democratic values. It was basically a positively oriented conservative
company. Here employees had interpersonal relationship based on trust and
respect for each other. On the other hand, Warner Hindustan had a task oriented
culture. There was a high level of cost and profit consciousness, and a
controlled, formal, and documented work culture. Risk taking by managers was
encouraged. After the merger, the management focused on the rationalizing of
facilities/resources, structuring departments, and allocating designations.
However, no attention was paid to the two different sets of operating rules
being followed in one post merger company. After the merger there was a
continuous clash in the culture and working system for a long time, as if two
separate companies were working under the same roof. The average employee felt alienated
and insecure. It also led to the formation of cliques. After four years, in
1992, when conflicts manifested themselves in the form of works top page and
low productivity, the top management of the company got together and created a
new vision and mission statement for the company. The purpose was to create a
common set of goals for the employees of both the companies. Though the efforts
to resolve the problems had been taken; still differences were evident from the
departure of several top managers. The process of cultural integration had
apparently not succeeded.
Answer
the following question.
Q1.
Discuss the manner in which merger of the two entities took place. Analyse the
case and find out the reasons as to why the process of cultural integration had
not succeeded? Justify your answer.
Q2.
What strategy you would have suggested to merger of the two entities
successfully? Justify your suggestion.
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
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