Internationalization

Case Solution for Orascom Telecom: Risks of Internationalization
Complete Case details are given below :
Case Name :      Orascom Telecom: Risks of Internationalization
Authors :           Marina Apaydin, Dina Zaki, Farah Zahran
Source :             Ivey Publishing
Case ID :            W11096
Discipline :        Entrepreneurship
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Orascom Telecom Holding S.A.E. (OTH) was established in 1998 in Egypt and had grown exponentially to become one of the major players in the global telecommunications market. OTH was considered to be among the largest and most diversified network operators in the Middle East, Africa and South Asia. Orascom Telecom Algeria (Djezzy) was launched in February 2002 and it grew to become the market leader in terms of both subscriber numbers as well as the quality of telecommunications services provided. Djezzy served more than 14.7 million subscribers on its network and had a 62.9 per cent market share. After the great success Orascom had realized in Algeria, Orascom wanted to further expand. The manager thought that India could also be a great opportunity in which Orascom could expand its business. In 2006, OTH agreed to acquire a 19.3 per cent stake in Hutchison (HTIL) to penetrate the Indian market. India was an excellent opportunity as there were strong complementary similarities between Orascom and Hutchinson Telecom: both were successful operators offering mobile services in countries with large populations and low penetration levels of telecommunications services. However, despite this appearing to be an excellent opportunity, Orascom was not able to complete this operation because it did not consider the expenses in an accurate way and many factors were ignored, concentrating only on the positive aspects.
 
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Case Solution for MacEwan Goes Global: Internationalization at a Canadian School of Business
Complete Case details are given below :
Case Name :      MacEwan Goes Global: Internationalization at a Canadian School of Business
Authors :           Ilan Alon, Mike Henry, Kimberley Howard
Source :             Ivey Publishing
Case ID :            909M20
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Given the importance of global education, colleges and universities are faced with increasing pressure from various stakeholders to internationalize their campus. The dean of the Grant MacEwan School of Business is faced with the task of internationalizing the school. Her job is doubly difficult as the school is implementing a strategic move towards becoming a baccalaureate-granting institution, and upgrading its available international programs. The application of standard business models of SWOT and PEST analysis, examining the multi-dimensionality of “internationalization” and its application in the non-profit sector, and development of defined benchmarks to evaluate the success of any expansion efforts are all areas that the dean should consider in making her recommendations.
 
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Case Solution for Resuming Internationalization at Starbucks
Complete Case details are given below :
Case Name :      Resuming Internationalization at Starbucks
Authors :           Rob Alkema, Mario Koster, Christopher Williams
Source :             Ivey Publishing
Case ID :            910M73
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Starbucks enjoyed tremendous growth over the previous two decades. In 2007, it had a global reach of over 17,000 stores in 56 countries. Between 2007 and 2009, however, Starbucks’ relentless march was slowed by three forces: increasingly intense competition, rising coffee bean prices and a global economic recession. In order to remain profitable, the company started to scale back its overseas operations. In 2010, Starbucks was faced with a critical strategic decision: Should the company resume its international expansion and once again intensify its commitments in overseas markets? If so, what approach should the company take? Had the pace of Starbucks’ internationalization (i.e. the rate of opening new stores abroad), the rhythm of its internationalization (i.e. the regularity by which stores were opened abroad) and geographical scope of its internationalization (i.e. number of new countries entered) had an impact on the company’s performance in previous years? Could Starbucks learn from its prior internationalization within the coffee industry in order to guide its future international strategy?
 
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Case Solution for Internationalization of Koyo Jeans from Hong Kong
Complete Case details are given below :
Case Name :      Internationalization of Koyo Jeans from Hong Kong
Authors :           Kevin Au, Bernard Suen, Na Shen, Justine Tang
Source :             Ivey Publishing
Case ID :            W11205
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
William Cheung entered the fashion industry in a different manner than Vivienne Tam and Shanghai Tang. He started by working for a modest wholesaler known for its garment and apparel industries. He sharpened his design instincts by creating hit apparel items for the wholesale company. To ensure business, he needed to learn about the entire supply chain, from acquiring raw materials to manufacturing, sales and delivery. The business was flourishing but was not immune to the shortcomings of creative businesses. While working on hitting the mass market and ensuring a large output, Cheung also tested his creativity by opening his own boutique shop. After initial success, he needed to source trendy but affordable fashions to feed customer demand. Chance brought him to South Korea, and together with a local designer, they made a name for themselves and decided to attend an exhibition in Paris. Unfortunately, the experience brought them nothing but despair. Their products and image were not on par with other European brands. By that time, Cheung’s boss had sold the wholesale business and the manufacturing plant to him. The setback in Paris caused him to rethink his business. He decided to focus on product innovation and brand-building, and with much effort gained the recognition of Galeries Lafayette – a Parisian department store famous for trendsetting. This case shows how Cheung, in moving his company forward, was able to overcome the weaknesses of being an apparel wholesaler and a fashion retailer. It affords a discussion of how Cheung was able to exploit and grow the wholesale business and move into branding and franchising. Research related to creative industry and ambidexterity is also covered in the case. While Cheung’s success was commendable, he faced a number of challenges as Koyo Jeans strove for international success.
 
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