Indonesia

Case Solution for Selling Ready-to-Drink Tea in Southeast Asia: C2 Green Tea in Indonesia (C)

Complete Case details are given below :
Case Name :      Selling Ready-to-Drink Tea in Southeast Asia: C2 Green Tea in Indonesia (C)
Authors :           Roberto Galang
Source :             Ivey Publishing
Case ID :            W11690
Discipline :        General Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The primary teaching objectives of these cases are:Comparing and contrasting the strategies required for launching a product in three diverse Southeast Asian marketsEvaluating constituent decisions towards achieving growth by geographic market expansionClarifying the similarities and differences between the business contexts of China, the Philippines, Vietnam and Indonesia, especially in terms of beverage sectors.These cases are suitable for use in discussions about growth by product and international diversification in courses on corporate strategy, business policy and/or international management (business) – particularly when discussing growth and competitiveness options in relation to organization and strategy. Since URC’s products are mainly successful in its domestic market, the cases emphasize issues concerning the decisions and management strategies underlying expansion into new areas after a company has experienced considerable success in its own geographic markets.
 
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Case Solution for Filling Institutional Voids in Indonesia: Jababeka’s Foray into Infrastructure

Complete Case details are given below :
Case Name :      Filling Institutional Voids in Indonesia: Jababeka’s Foray into Infrastructure
Authors :           Marleen Dieleman
Source :             Ivey Publishing
Case ID :            W12139
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Led by CEO S.D. Darmono, Jababeka was a publicly listed real estate firm in Indonesia specializing in industrial estates. Due to infrastructure and logistics bottlenecks in Indonesia, the company had moved into various infrastructure projects, including a power plant and a port. Even though the company had identified substantial business opportunities in the form of a captive market of industrial estate tenants, both projects suffered from delays due to regulatory complexity. Darmono skillfully aligned the interests of private and public-sector partners, but was still unable to get quick returns on his considerable investments, necessitating an allocation of more funds. The case illustrates the opportunities and risks of emerging market infrastructure projects.
 
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