Case C deals with Whirlpools subsequent re-positioning, including conversion of one plant to OEM production and adjustments to its strategy in microwave ovens based on what it had learned about the market (in part from local competitors).
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Published 01 Jan 2001
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Reference 4950
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Topic
Strategy
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Region
Asia
Case C deals with Whirlpools subsequent re-positioning, including conversion of one plant to OEM production and adjustments to its strategy in microwave ovens based on what it had learned about the market (in part from local competitors).
This series of 3 cases describes the creation of a dotcom start-up in Singapore and its penetration of the Chinese market. The company, MyWeb Inc.com started as a web designer, but moved quickly into set-top boxes for Internet access using TVs, as well as the design of a portal with localized content for China.
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Published 01 Dec 2000
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Reference 4926
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Topic
Strategy
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Region
Asia
This series of 3 cases describes the creation of a dotcom start-up in Singapore and its penetration of the Chinese market. The company, MyWeb Inc.com started as a web designer, but moved quickly into set-top boxes for Internet access using TVs, as well as the design of a portal with localized content for China.
This series of 3 cases describes the creation of a dotcom start-up in Singapore and its penetration of the Chinese market. The company, MyWeb Inc.com started as a web designer, but moved quickly into set-top boxes for Internet access using TVs, as well as the design of a portal with localized content for China.
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-
Published 01 Dec 2000
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Reference 4926
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Topic
Strategy
-
Region
Asia
This series of 3 cases describes the creation of a dotcom start-up in Singapore and its penetration of the Chinese market. The company, MyWeb Inc.com started as a web designer, but moved quickly into set-top boxes for Internet access using TVs, as well as the design of a portal with localized content for China.
This series of 3 cases describes the creation of a dotcom start-up in Singapore and its penetration of the Chinese market. The company, MyWeb Inc.com started as a web designer, but moved quickly into set-top boxes for Internet access using TVs, as well as the design of a portal with localized content for China.
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-
Published 01 Dec 2000
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Reference 4926
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Topic
Strategy
-
Region
Asia
This series of 3 cases describes the creation of a dotcom start-up in Singapore and its penetration of the Chinese market. The company, MyWeb Inc.com started as a web designer, but moved quickly into set-top boxes for Internet access using TVs, as well as the design of a portal with localized content for China.
The cases trace in acquisition of Thai Danu Bank (a medium sized bank in Thailand) by DBS bank of Singapore as part of its internationalisation strategy. It examines the complete acquisition process from initial approach to post-acquisition integration.
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Published 01 Mar 2000
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Reference 4921
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Topic
Strategy
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Region
Asia
The cases trace in acquisition of Thai Danu Bank (a medium sized bank in Thailand) by DBS bank of Singapore as part of its internationalisation strategy. It examines the complete acquisition process from initial approach to post-acquisition integration.
The cases trace in acquisition of Thai Danu Bank (a medium sized bank in Thailand) by DBS bank of Singapore as part of its internationalisation strategy. It examines the complete acquisition process from initial approach to post-acquisition integration.
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Published 01 Mar 2000
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Reference 4921
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Topic
Strategy
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Region
Asia
The cases trace in acquisition of Thai Danu Bank (a medium sized bank in Thailand) by DBS bank of Singapore as part of its internationalisation strategy. It examines the complete acquisition process from initial approach to post-acquisition integration.
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.
The cases trace in acquisition of Thai Danu Bank (a medium sized bank in Thailand) by DBS bank of Singapore as part of its internationalisation strategy. It examines the complete acquisition process from initial approach to post-acquisition integration.
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-
Published 03 Jan 2000
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Reference 4921
-
Topic
Strategy
-
Region
Asia
The cases trace in acquisition of Thai Danu Bank (a medium sized bank in Thailand) by DBS bank of Singapore as part of its internationalisation strategy. It examines the complete acquisition process from initial approach to post-acquisition integration.
The cases trace in acquisition of Thai Danu Bank (a medium sized bank in Thailand) by DBS bank of Singapore as part of its internationalisation strategy. It examines the complete acquisition process from initial approach to post-acquisition integration.
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-
Published 03 Jan 2000
-
Reference 4921
-
Topic
Strategy
-
Region
Asia
The cases trace in acquisition of Thai Danu Bank (a medium sized bank in Thailand) by DBS bank of Singapore as part of its internationalisation strategy. It examines the complete acquisition process from initial approach to post-acquisition integration.
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.
Strategic Innovation, Entry Strategies
