Authors: Archana Kalegaonkar, Jonathan Lehrich and Richard M. Locke
Biocon India Group has just formed a new subsidiary, Clinigene, to provide services in clinical trials. Concerns abound, however, as to whether this new subsidiary could prove to be a distraction or worse to this enzyme and pharmaceutical manufacturer.
|CEMEX: Globalization "The CEMEX Way"|
In June 2007, Mexico-based CEMEX became one of the world’s largest suppliers of building materials after attaining a majority stake in Australia’s Rinker Group. Just 24 months earlier, the company had acquired U.K.-based RMC. While CEMEX’s successful growth strategy could be attributed to its unique post-merger integration process, it was unclear whether using the same processes with the RMC and Rinker acquisitions would suffice.
|Compsis at a Crossroads|
Authors: Jonathan Lehrich, Paul John Paredes and Ramesh RavikumarIn 2004, after a year of declining revenues, Brazilian startup Compsis, the leading systems integrator for electronic toll collection in Brazil, was considering whether and how to enter new markets, particularly the United States.
|Conexia: Entering the U.S. Market|
Authors: Katie Barrett, Anand Mohanrangan, Teru Tanaka and Yipeng ZhaoSince 2003, Buenos Aires-based Conexia had grown successfully by providing electronic billing and reconciliation services to the Argentinean healthcare market. In 2010, the company was preparing to enter the U.S. market, where healthcare, insurance, and payment providers were in rapid flux.
|Corning Incorporated: The Growth and Strategy Council|
Authors: Rebecca M. Henderson and Cate Reavis
Corning’s Growth and Strategy Council—a centralized team that included the CEO, COO, and CTO who were heavily involved in managing the company’s innovation strategy—had enabled the company to continually re-create itself with new technologies and products. Set in 2008, the case highlights the inner workings of the centralized council and its decision-making process.
Authors: Ketan Bhole, Jordan Lee, Eileen Lu and Indrajit SenIn early 2009, Taiwan-based CX Technology was looking for new markets to enter. A leading manufacturer of cold-forged steel, the company was considering entering the automotive industry as a Tier 2 supplier. At a time when the future of the U.S. automotive industry was in peril, the question was where and how.
|DeBeers's Diamond Dilemma|
Authors: David McAdams and Cate Reavis
The synthetic diamond industry was on the radar of diamond giant DeBeers as a potential disruptive technology. In 2009, after years of concerted efforts to improve its tarnished reputation as the industry monopolist, DeBeers was wondering how it should respond to the threat.
|Digital Divide Data|
Authors: Anju Mathew, Grete Rød, Jaime Villalobos and David YatesDigital Divide Data had grown from a small IT outsourcing company in Cambodia to an internationally recognized social enterprise. In 2009, the company was weighing how best to grow while safeguarding its social mission: to offer training and employment to disadvantaged youth.
|Ecommerce at Yunnan Lucky Air|
Authors: Inaki Berenguer, Liu Jing, Li Liang, Cai Shijun and Ningya WangIn 2008, China-based Yunnan Lucky Air, a low-cost, domestic airline modeled after Southwest Airlines in the United States, was searching for new competitive advantages in China’s increasingly competitive yet heavily regulated airline industry. Ecommerce was being looked to as one growth strategy.
|Empowering Lives in Kenya: The Chebaiywa Clinic|
Authors: Paul Cassleman, Burt LaFountain, Brian Newkirk and Akbar ThobhaniIn the small western Kenya community of Kipkaren, the faith-based Empowering Lives International ran a clinic offering basic medical care. In early 2009, David Tarus reflected on the development of his organization, its role in the community, and the mission he and his colleagues served, while keeping the recent mandate from the organization’s board in mind: making the clinic financially sustainable.
|I+MED Laboratories: Expanding Beyond Thailand|
Authors: Jennifer Jeng, Laura Rieber, Gautam Shewakramani and Irina StarikovaRapid-test manufacturer i+MED wanted to be the missing link between Thailand’s national research and development laboratories and the global biotechnology markets. In 2009, eight years after its founding, i+MED was ready to launch its first breakthrough product outside of Thailand. The company had set its sights on India.
Authors: Benjamin Black, Ajit Dansingani and Dong Min KimIn early 2008, in response to new labor laws and increasingly complex staffing requests from clients, Chile-based Kibernum was in the process of evolving from an IT professional staffing firm to a full-fledged software factory. A team of MIT Sloan students was helping the company develop its new business plan. But with only three weeks on-site, the team needed to decide where it should focus its efforts in order to be a truly effective partner.
|Management Principles and the Washington, DC Public Schools (A): Choosing a Chancellor|
The business career of MIT Sloan alumnus Victor Reinoso took an unlikely turn when he became Deputy Mayor for Education in Washington, DC, in November 2006. Once in office, Reinoso took a series of steps to remedy the problems confronting the DC public schools (DCPS), including making a recommendation to then Washington, DC Mayor Adrian Fenty on who should be named the next chancellor of DCPS.
|Mercy Corps and KeBal Healthy Food Carts: Sustaining and Scaling Up|
Authors: Erica Carlisle, Chris Lin, Libby Putman and Emily SporlIn early 2010, Mercy Corps, a global nongovernmental organization (NGO), wanted to find a way to turn its KeBal pilot project, which sold nutritious food from food carts to kids in Jakarta, Indonesia, into a self-sustaining, scalable business that would benefit the local communities. Although the Mercy Corps office had concluded that growth would be best served by franchising, that conclusion left them with further questions.
|Nike Considered: Getting Traction on Sustainability|
Authors: Rebecca M. Henderson, Richard M. Locke, Christopher Lyddy and Cate Reavis
In 2008, Hannah Jones, Nike’s new VP of Corporate Responsibility, wanted the company to be a leader in creating sustainable footwear, and subsequently developed a strategy for working with the product units to do so. Questions remained about whether Nike was on the right track and if the company was doing enough in the sustainability arena.
Authors: Sangbeom Kim, Ian Lamont, Hiroshi Ogasawara, Mansoo Park and Hiroaki TakaokaIn late 2004, engineers at Nintendo Corporation were busy developing a next-generation, nontraditional, video game console, codenamed “Revolution.” With Sony and Microsoft leading the charge in the video console space, the question was whether and how the “Revolution” could help get Nintendo back on its feet.
|Pakistan: A Story of Technology, Entrepreneurs and Global Networks|
Authors: Tania Aidrus, Sarah Bird and Sameer SabirIn 2007, Asad Jamal, a Pakistani-born entrepreneur and founder of ePlanet Ventures, a technology-based fund, wondered whether his firm should be one of the first entrants in the largely untapped market of Pakistan. The country’s political, economic, and social situation posed a number of opportunities and risks that Jamal had to weigh very carefully.
Authors: Aaron Rackoff, Kevin Anthony, Roger Erdong Chen and Wai Yan WongIn 2008, startup PPS.tv, a China-based, peer-to-peer online video provider, was under pressure to deliver profits and a larger user base. With several growth strategies to choose from, PPS.tv needed to make a decision—one that would appeal to potential investors.
|Resolute Marine Energy: Power in Waves|
Resolute Marine Energy (RME) founder and CEO Bill Staby and COO Olivier Ceberio believed their company’s wave energy desalination system could provide safe and affordable drinking water to water-stressed communities. They set their sights on launching RME’s Wave2O system in Ugu, South Africa, population 700,000, where wave energy was abundant. Keeping in mind the many commercial failures of wave energy companies that came before them, what Staby and Ceberio were less certain of in the spring of 2012 was which of three strategic approaches to take as they worked to commercialize RME’s unique technology.
|Sony's Battle for Video Game Supremacy|
In November 2006, with the launch of the Sony PlayStation 3 a mere weeks away, Sony Corporation’s CEO Sir Howard Stringer reflected on the past 30-year history of the video game industry, while crossing his fingers that the PS3 would have a successful launch in an increasingly cut-throat industry.
|Srinivasan Services Trust: Combating Poverty with Entrepreneurship|
Authors: Racheal Rutendo Chimbghandah, Shirley Xue Li, Marie No and Jennifer Louise TutakSince 1996, Srinivasan Services Trust (SST) had successfully improved the lives of thousands of rural Indians by helping establish village enterprises. In late 2009, SST Chairman Ashoke Joshi was trying to decide what role the trust should play in helping beneficiaries scale up their enterprises and increase their profits.
|SunPower: Focused on the Future of Solar Power|
Authors: Joel Conkling, Rebecca M. Henderson and Scott RobertsIn late 2006, SunPower designed, manufactured, and delivered the most efficient solar cells in the world. At a time when many experts believed solar technology would grow quickly, SunPower needed to decide whether to maintain market share through a strategy of differentiated technology or pricing.
|Ventures in Salt: Compass Minerals International|
Authors: Rebecca M. Henderson, Ramana Nanda and John Sterman
In late 2003, salt producer Compass Minerals celebrated its first day trading as a public company on the NASDAQ. Knowing that it would continue to wrestle with how to price its product and respond to competitive and environmental challenges as a publicly traded company, Compass Minerals would now have to make a compelling case for investors to hold a stand-alone salt company in their portfolio.
|What's Driving Porsche?|
Authors: Rebecca M. Henderson and Cate Reavis
In March 2008, German sports car maker Porsche announced that it would acquire a majority stake in Volkswagen (VW). At a time when Porsche was entering into new car markets with its SUV and luxury sedan, observers voiced concerns as to whether Porsche would be able to retain its legendary reputation as an engineering powerhouse as it brought VW under its fold.