This case updates the earlier series (A through C) that described Kodak's strategy for using acquisitions to consolidate a fragmented industry in China and position themselves as the dominant player. Immediate actions post acquisition are discussed. Subsequent strategies to build distribution and the Kodak brand in China are described.
This case updates the earlier series (A through C) that described Kodak's strategy for using acquisitions to consolidate a fragmented industry in China and position themselves as the dominant player. Immediate actions post acquisition are discussed. Subsequent strategies to build distribution and the Kodak brand in China are described.
This case series traces the evolution of the Otis Elevator business in China from its re-entry into the market in 1983 through until 2001. It explores the way in which the company has had to evolve its strategy and structures in China to keep pace with a fast-developing environment and the managerial challenges in implementing those changes.
-
-
Published 01 Sep 2005
-
Reference 5111
-
Topic
Strategy
-
Region
Asia
This case series traces the evolution of the Otis Elevator business in China from its re-entry into the market in 1983 through until 2001. It explores the way in which the company has had to evolve its strategy and structures in China to keep pace with a fast-developing environment and the managerial challenges in implementing those changes.
This case series traces the evolution of the Otis Elevator business in China from its re-entry into the market in 1983 through until 2001. It explores the way in which the company has had to evolve its strategy and structures in China to keep pace with a fast-developing environment and the managerial challenges in implementing those changes.
-
-
Published 01 Sep 2005
-
Reference 5111
-
Topic
Strategy
-
Region
Asia
This case series traces the evolution of the Otis Elevator business in China from its re-entry into the market in 1983 through until 2001. It explores the way in which the company has had to evolve its strategy and structures in China to keep pace with a fast-developing environment and the managerial challenges in implementing those changes.
By early 1999, NTL was the third-largest and fastest-growing cable TV and telephony company in the UK, measured by homes under franchise; only Cable and Wireless Communications (CWC) and Telewest were larger. CWC's parent wanted to exit the industry, and was in advanced negotiations with Telewest.
By early 1999, NTL was the third-largest and fastest-growing cable TV and telephony company in the UK, measured by homes under franchise; only Cable and Wireless Communications (CWC) and Telewest were larger. CWC's parent wanted to exit the industry, and was in advanced negotiations with Telewest.
By early 1999, NTL was the third-largest and fastest-growing cable TV and telephony company in the UK, measured by homes under franchise; only Cable and Wireless Communications (CWC) and Telewest were larger. CWC's parent wanted to exit the industry, and was in advanced negotiations with Telewest.
By early 1999, NTL was the third-largest and fastest-growing cable TV and telephony company in the UK, measured by homes under franchise; only Cable and Wireless Communications (CWC) and Telewest were larger. CWC's parent wanted to exit the industry, and was in advanced negotiations with Telewest.
This case describes Banyan Tree Resorts & Hotel’s rapid growth starting from a single resort converted from a disused tin mine in Phuket, Thailand, to become an international resort operator and one of Asia’s top 20 brands.
-
-
Published 01 Feb 2003
-
Reference 5087
-
Topic
Strategy
-
Region
Asia
This case describes Banyan Tree Resorts & Hotel’s rapid growth starting from a single resort converted from a disused tin mine in Phuket, Thailand, to become an international resort operator and one of Asia’s top 20 brands.
Thailand's CP Group became Asia's largest agro-industrial company through the development and geographic expansion of its vertically integrated system. CP leveraged alliances and joint ventures to become a world-class player and is now expanding its core business into processed foods in a bid to become the 'Kitchen of the World'.
-
-
Published 01 Jan 2003
-
Reference 4994
-
Topic
Strategy
-
Region
Asia
Thailand's CP Group became Asia's largest agro-industrial company through the development and geographic expansion of its vertically integrated system. CP leveraged alliances and joint ventures to become a world-class player and is now expanding its core business into processed foods in a bid to become the 'Kitchen of the World'.
This case series traces the evolution of the Otis Elevator business in China from its re-entry into the market in 1983 through until 2001. It explores the way in which the company has had to evolve its strategy and structures in China to keep pace with a fast-developing environment and the managerial challenges in implementing those changes.
-
-
Published 01 Jan 2003
-
Reference 5111
-
Topic
Strategy
-
Region
Asia
This case series traces the evolution of the Otis Elevator business in China from its re-entry into the market in 1983 through until 2001. It explores the way in which the company has had to evolve its strategy and structures in China to keep pace with a fast-developing environment and the managerial challenges in implementing those changes.
Against tight financial constraints and a small market base, SK Telecom (SKT), South Koreas largest mobile telecoms company, was offering some of the worlds most innovative, leading-edge wireless services, by the end of 2001. Earlier that year, the company had developed its long-term strategic vision, identifying globalisation as the ultimate aim.
-
-
Published 06 Dec 2002
-
Reference 5025
-
Topic
Strategy
-
Region
Asia
Against tight financial constraints and a small market base, SK Telecom (SKT), South Koreas largest mobile telecoms company, was offering some of the worlds most innovative, leading-edge wireless services, by the end of 2001. Earlier that year, the company had developed its long-term strategic vision, identifying globalisation as the ultimate aim.
The case traces the development of ARM and its innovative business model, based on partnering, to become the de facto standard for RISC chips used in mobile phones, storage devices, automotive, set-top boxes, etc.
The case traces the development of ARM and its innovative business model, based on partnering, to become the de facto standard for RISC chips used in mobile phones, storage devices, automotive, set-top boxes, etc.
Strategic Innovation, Entry Strategies
