This case analyzes the internationalization process of Marcopolo, the leading manufacturer of buses in Brazil, tracking the company's international development and its approach to global growth. In the process it signs various strategic alliances with local partners in the different countries it tries to enter.

This industry note analyzes the global oil and gas industry with a particular focus on Brazil and Latin America. It analyzes the expansion of this industry between 1997 and 2010, when oil prices and production expanded tremendously. It also looks at the petroleum industry value chain as well as the market for chemical treatment products and services for the industry.

This case analyzes the internationalization of Poland Química, a Brazilian medium-size supplier to the oil industry which competes with the big multinationals in the sector. It analyzes Poland's international development and its approach to global growth. In the process the company tries to move away from relying on a single customer, Petrobras.

This is a concise profile of Brazil, the biggest Latin American economy. It gives information about its history, politics, foreign policy, society and economy. It also provides some data about the country: geography, economy, GDP, trade, people and society and quality of life.

This case analyzes the success story of Santander which has become a global bank in a short period of time. The case analyzes Santander's international development and its approach to global growth, acquisitions and post merger integration. After having first grown in its natural market, Latin America and then in Europe, the bank is now at a crossroads in terms of where to expand next.

This case analyzes Santander's offer for British commercial bank Abbey in late 2004. This offer would allow Santander to grow beyond Latin America and Spain and enter Europe’s most profitable, but also most competitive banking market. It was the first acquisition ever by a Spanish company in the UK.

The case describes what happened after the acquisition of UK bank Abbey by Santander. It lays out the integration strategy and the company’s implementation efforts supported by its Information Technology system ‘Partenon’. The case illustrates how to handle restructuring, leadership issues, different corporate cultures, customer relations and employee retention in a merger.

The case starts when António Horta-Osório takes over as CEO of Santander UK subsidiary and illustrates the transformation of Abbey after the integration of the UK operations into the Spanish bank’s global network. Abbey becomes Santander's most important subsidiary.

The case introduces two domestic acquisitions of Santander in the UK, namely Alliance & Leicester, and Bradford & Bingley. Several distinguishing characteristics of the targets and the acquisition process made these deals unique in British banking. Together with Abbey, Santander now owned and operated three different brands in Great Britain.

The last case in the Santander series deals with Santander’s rebranding in the UK. After acquiring three different banking firms, the group plans to unify their appearance in the British market, following a similar strategy worldwide. The future plans of the UK business help to estimate and assess the bank’s long-term development.