THE NATIONAL BASKETBALL ASSOCIATION: A CASE IN INTERNATIONAL MARKETING Kyle Richard Moon & John J.

Lawrence (faculty supervisor) University of Idaho Case Objectives and Use This case was written for use in courses in international marketing or international business primarily at the undergraduate level. It could also be used in a more general strategic management course. The case provides the student with the opportunity to analyze international expansion opportunities facing the National Basketball Association, which requires analysis of three different foreign markets (Europe, Latin America and China) and consideration of a variety of potential entry modes (exporting, franchising, licensing, and foreign direct investment). The case also illustrates the different risks and opportunities associated with doing business on an international scale, highlights the importance of carefully managing brand image during international expansion, and provides a context for discussing the relative merits of using a standardized marketing strategy across all international markets compared to customizing marketing strategy to specific markets. Case Synopsis The National Basketball Association has perused international growth through a variety of different tactics over the past several decades. Due to the success of its international campaign, the NBA has seen a dramatic influx of foreign-born players in the NBA. They have also enjoyed growing revenue streams coming from outside of the United States. The NBA has begun discussing options for further international market penetration, such as oversea franchise teams, and regional leagues based overseas. This case requires students to evaluate the NBAs current strategies, to evaluate foreign countries as target markets, to evaluate potential modes of entry, to analyze possible corporate structures, and finally to make recommendations based on their findings.

The authors developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, instructors manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 7-9, 2004, Sedona, AZ. All rights are reserved to the authors and NACRA. 2004 by Kyle Richard Moon. Contact person: John J. Lawrence, Department of Business, University of Idaho, PO Box 443161, Moscow, ID 83844-3161, 208-885-5821, jjl@uidaho.edu

TATA TEA LIMITED: THE TETLEY ACQUISITION Ram Subramanian, Grand Valley State University Pradeep Gopalakrishna, Pace University V.J. Sivakumar, Loyola Institute of Business Administration Case Objectives and Use The main teaching objective of this case is to assess acquisition as a mode of global expansion. Tata Tea Limited acquired Tetley to expand globally. This case allows for a look at both the pros and cons of using this mode for global expansion. The second objective is to assess the acquisition using Michael Porters framework which uses three questions for assessment. This case is intended for the undergraduate capstone strategy course either as part of the chapter on global strategies or as part of the chapter on corporate strategy dealing with acquisitions. Case Synopsis In March 2000, Indias Tata Tea Limited (TTL) acquired the U.K. based Tetley Group for $481 million. It was the largest ever acquisition by an Indian firm. TTLs motivation for the acquisition was to become a global player in the tea industry. After the acquisition, TTL became the worlds second largest tea company, after Unilever. The high cost of the acquisition, coupled with an increasingly competitive U.K. tea market presented significant challenges for P.T. Siganporia, the newly designated acting head of TTL. He was charged by the companys Board to help propel the company toward worldwide leadership.

The authors developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, instructors manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 7-9, 2004, Sedona, AZ. All rights are reserved to the authors and NACRA. 2004 by Ram Subramanian, Pradeep Gopalakrishna and V.J. Sivakumar. Contact person: Ram Subramanian, Department of Management, Seidman School of Business, Grand Valley State University, 401 West Fulton Street, Grand Rapids, MI 49504, 616-331-7442, subramar@gvsu.edu

MANGO: THE U.S. MARKET Josep Franch, ESADE Universitat Ramon Llull Case Objectives and Use This case was written to illustrate the difficulties of introducing a company in a very large, highly competitive and mature market and for discussing entry barriers and cultural differences between countries. Entry barriers are one of the basic issues of the case. The entry of China into the WTO introduces some changes in the discussion of the advantages and disadvantages of entering the U.S. market. Market preferences or cultural differences are also basic issues in this case study. The concept of fashion and the style of dressing are different in each culture. What works in one country does not necessarily work in another. Last, but not least, the size of the U.S. market introduces logistical and market supply issues. This was was initially written for an International Marketing course, and it can be used in various sessions, depending on the course syllabus. However, the case can also be used in other courses (for example, Cross-Cultural Management of International Retail Management.) Case Synopsis In November 2001, Mango was considering entering the U.S. market. Founded in 1984 by Isak Andic, Mango was expecting to be present in 60 countries with more than 650 outlets by the end of 2001. Addressing young modern, urban women aged 17 to 35, Mango was a leading Spanish brand in the apparel business. The international expansion of Mango and another two companies in the industry improved the way Spanish apparel products were perceived, as well as the international competitiveness of Spanish textile brands, something that had seemed impossible a few years earlier when Italian manufacturers dominated the scene. Mango was also an interesting story of entrepreneurial success. The company had considered entering the U.S. market on various occasions, but entry barriers, cultural issues and logistic problems had prevented this move. In November 2001, China joined the World Trade Organization. Mango produced 45% of its clothing in China; therefore, some of the entry barriers to the U.S. market were about to disappear.

The author developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, and instructors manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 7-9, 2004, Sedona, AZ. All rights are reserved to the author and NACRA. 2004 by Josep Franch. Contact person: Josep Franch, ESADE The Universitat Ramon Llull, 34-93-280-6162, franch@esade.edu

INTERNATIONAL BUSINESS IN EDUCATION: A CASE STUDY Jeffrey E. Michelman & Steven K. Paulson University of North Florida Case Objectives and Use There are three distinct teaching objectives that this case may pursue. First, the case may focus on the design of related educational functions and mechanical difficulties encountered by the U.S. school in terms of the following subtopics: Faculty, Admission, Prerequisites, General Education, Curriculum, Tuition, Prerequisites, Scheduling Classes, Student Registration, Scholarships, Financial Management and Financial Aid. Secondly, the case may be used as a vehicle for discussion of underlying, more causal, issues including multiculturalism and conflicts resulting from profit/nonprofit motivations. Third, the case may be used to illustrate broader theoretical concepts in the area of organization strategy. The teaching suggestion which follows permits an incorporation of elements which reflect all three of these objectives. The case may be used at the undergraduate or graduate level in (1) international business management or policy which give emphasis to interorganizational relationships and (2) educational leadership courses which give emphasis to multicultural elements of program design. Case Synopsis Over the past 20 years, business schools throughout the United States have worked to both internationalize their curriculums and make international opportunities available for their students. More recently many business schools have developed programs abroad, which allow students to earn a U.S. degree in their home country. In this sense, American Business Schools have begun to sell their product abroad. This case describes one such attempt by a U.S. university business school to establish a degree program at the undergraduate level in a Caribbean nation and how cultural and university curriculum constraints transcended the requirements of business education.

The authors developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, instructors manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 7-9, 2004, Sedona, AZ. All rights are reserved to the authors and NACRA. 2004 by Jeffrey E. Michelman and Steven K. Paulson. Contact person: Jeffrey E. Michelman, Coggin College of Business, University of North Florida, 4567 St. Johns Bluff Rd., Jacksonville, FL, 32224, 904-620-1541, jmichelm@unf.edu

ARIES CATERING AND ARIES TOURS OF ARMENIA Marlene M. Reed, Samford University Rochelle R. Brunson, Alvin Community College Case Objectives and Use This case explores the challenges faced by new businesses opened in Armenia since the fall of Communism. Some of these challenges are under the control of the entrepreneur, but some appear to be uncontrollable because they are systemic problems within the government. The ventures which illustrate the plight of these businesses are Aries Catering and Aries Tours of Armenia launched by Avetik Ghukasyan. The case was developed for use in an undergraduate international business class because it should help students interested in the context of the international environment give serious reflection to the transition from a planned to a free market economy. It also raises questions about the ability of entrepreneurs to influence government policies that affect their operations. Case Synopsis The focus of the case is on an Armenian entrepreneur named Avetik Ghukasyan whose business had grown appreciably in the past but faced increasing problems with labor, competition and lack of laws to foster the initiation and growth of small business in the country. One of his greatest challenges was recruiting a dedicated work force since the older workers had lived so long with the lack of a strong work ethic that they found it hard to change, and the younger workers had no role models supporting a strong work ethic and often became discouraged with a lack of job opportunities. In addition, Avetik was having to learn to live with the reality of competition in a country where there had been only one business in an industry under the Communists. Because his business had been so successful, he was now faced with the reality that more and more companies were entering the industry and making it difficult for him to operate a profitable business.

The authors developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, instructors manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 7-9, 2004, Sedona, AZ. All rights are reserved to the authors and NACRA. 2004 by Marlene M. Reed and Rochelle R. Brunson. Contact person: Marlene M. Reed, School of Business, Samford University, Birmingham, AL 35229, (205) 726-2542, mmreed@samford.edu

WAL-MART de MXICO: STRATEGIES AND CHALLENGES IN MXICO James W. Camerius, Northern Michigan University Walter E. Greene, The University of Texas Pan American Case Objectives and Use This case was primarily intended for use in both undergraduate and graduate classes in International Business. However, it is also suitable for use in International Marketing and Strategic Management/Business Policy classes. The objectives of this case were fourfold. First, it is the objective to familiarize students with current business practices in Mexico. The second objective was to acquinate students with some problems of dealing in another culture than their own. Inflation and dealing with an unstable foreign currency was the third object, and the last objective was to discuss specific cross-border custom inspection problems. Case Synopsis Wal-Mart became an international company in 1991 when a SAMS CLUB opened near Mxico City, Mxico. Just two years later, the Wal-Mart International Division was created to oversee growing opportunities worldwide. Today, customers at more than 1,300 units in nine countries prove that Wal-Mart Every Day Low Price promise is a message clearly understood in any language. The division currently operates stores and clubs employing more than 300,000 associates in Argentina, Brazil, Canada, China, Germany, Japan, Korea, Mxico, Puerto Rico, and the United Kingdom. In 1991, Wal-Mart entered into a Joint Venture with Cirfa with the opening of a Sams Club in Mxico City, and Mxico became the first country in the International Division. In 1997, WalMart acquired a majority position in Cirfa and its shares were traded on the Mxican Stock Exchange, and in February 2000 the name changed to Wal-Mart de Mxico, S.A. de C.V. The companys ticker symbol changed from CIRFA to WALMEX. Nation-wide, Wal-Mart de Mexico operates 640 units in 31 Mxican states with annual sales of US$10.6 billion. In 2004, Wal-Mart Stores, Inc., Bentonville, Arkansas, was not only the nations largest discount department, but had also surpassed Sears, Roebuck & Co. in sales volume as the largest retail firm in the United States. It was considered the largest retailer and largest company in the world, with 4,906 units and sales of $256.329 billion in fiscal year ending January 31, 2004.

The authors developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, instructors manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 7-9, 2004 Sedona, AZ. All rights are reserved to the authors and NACRA. 2004 by James W. Camerius and Walter E. Greene. Contact person: James W. Camerius, Northern Michigan University, Cisler College of Business, 1401 Presque Isle Avenue, Marquette, MI 49855-5353, 906-227-1245, fax-227-2930, jcameriu@nmu.edu

CARREFOUR: CONQUER OF LATIN AMERICA Ashok Som, ESSEC Business School, Paris Case Objectives and Use The main purpose of the case is to make the students aware of the Latin American market through the example of a multinational company that has a well developed strategic intent for conquering the Latin American market, has implemented successfully its strategic intent and where it couldnt (failed) exited from the market. Thus the case shows both the success (Colombia) and the failure (Chile) that the organization Carrefour has experienced in the Latin American market. The Case objectives are as follows: 1. To illustrate one of the fastest international growth strategies (mainly by acquisitions) 2. To illustrate and make students aware of the retail sector in general and the retail sector in France 3. To illustrate the strong linkage between a companys organizational capabilities, its strategic intent and its core competencies To evaluate the multi-format strategy that Carrefour employs to integrate local responsiveness, global scale efficiency while evolving a capability to learn not only from its worldwide successful innovations but also from its failures Case Synopsis Carrefour, since its merger with Promodes in 1999, is ranked as the French world challenger and the European leader in the retail industry. Carrefour followed an aggressive growth strategy by starting to become global from the early 1970s. Its first mover advantage in the international retail sector market helped it reach a leadership position either by acquiring local actors or by adapting itself to local cultures and consumer habits and has made it the second largest retail company worldwide. Carrefour did witness much success in penetrating the developed markets of the United States and the UK but Carrefour has successfully implemented its multi-format strategy in Europe, Asia and Latin America. The Latin American market has been an area presenting the highest growth rate for Carrefour specially in countries like Colombia where the growth rate at comparable exchange rates has been over 30% in year 2003. The case discusses and highlights the (a) entry strategy of Carrefour and the Latin market (b) its growth strategy by acquisitions (c) the linkage of its strategic intent of profitability, core competence, organizational capability and its business strategy (d) marketing, pricing, branding, use of private label strategy (e) its overall strategy of conquering markets by fast local adaptation to individual markets and its responsiveness to local businesses focusing on Latin America and the Colombian market.

The author developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, instructors manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 7-9, 2004, Sedona, AZ. All rights are reserved to the authors and NACRA. 2004 by Ashok Som. Contact person: Ashok Som, Strategy and Business Area, ESSEC Business School, Paris; Avenue Bernard Hirsch, B. P. 50105, Cergy-Pontoise, Cedex, France, 95021. +33 1 34 43 30 73, som@essec.fr

RESTRUCTURING OF A NATIONAL CHAMPION: THE CASE OF ALSTOM Ashok Som, ESSEC Business School Case Objectives and Use The main purpose of the case is intended to provide the students with the opportunity to analyze and understand the role of the state, the pros and cons of a State intervention in a particular industrial sector. It focuses on the issues that Alstom, a former world leader in several sub-sectors of the power generation industry, had to face. The case can be used in a variety of MBA and executive courses in international strategy and management, competitive strategy, business environment and general management. It is best used in a course or a module focused on International Business/International Strategy and Management, or more specifically, on the role of state in Managing Global Corporations. Ideally the case throws light on issues in business environment, government bailouts and role of the state. It reinforces Porters Diamond model to analyze the competitive advantage of nations from a strategic perspective. Case Synopsis The case traces the evolution of Alstom from a family owned company to an industrial diversified multinational which is currently in financial troubles. Alstom has been known for its technological excellence which ranges from the power generation industry to the high speed trains (TGV) in both Frances and Alstoms flagship of technological success. In June 1998, GEC ALSTOM floated the company on the New York, London and Paris stock exchanges under the new company name ALSTOM. This IPO is now seen as the main reasons for Alstoms current financial turmoil. It is said that synergies which were in place between Alstom and other subsidiaries of the former Alcatel-Alstom conglomerate were lost and value destroyed after the launch of the IPO. Furthermore Alstom had to pay a special dividend of 1.2 billion to Alcatel and General Electric Co which severely diminished its available cash flow and hence its capability to innovate and destroying its core competence. The case tries to illustrate the evolution of a French conglomerate and its relationship with the French State since its inception in 1898. Historically the French state has helped Alstom from its inception starting from establishing its technological prestige through the TGV project, demerging Alstom from Alcatel, and finally when refinancing Alstom with a bail-out package of 3.4 billion Euros to prevent it from going bankrupt. The case tries to understand the issues of competitive advantage of nations and the role of the state in the light of the Alstom example.

The author developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, instructors manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 7-9, 2004, Sedona, AZ. All rights are reserved to the authors and NACRA. 2004 by Ashok Som. Contact person: Ashok Som, Strategy and Business Area, ESSEC Business School, Paris; Avenue Bernard Hirsch, B.P. 50105, Cergy-Pontoise, Cedex, France, 95021. +33 1 34 43 30 73, som@essec.fr

NATURES WAY PRODUCTS, INC. THE MARKETING OF NATURAL MEDICINES IN RUSSIA: MULTI-LEVEL MARKETING (MLM) OR TRADITIONAL CHANNELS? Harold Koch & Amy Christensen Utah Valley State College Case Objectives and Use This actual international case deals with a difficult channel decision being made by a leader in a little-studied industry Dietary Supplements (natural medicines). Natures Way Products, Inc., located in Utah, is recognized for its scientific research in an industry fraught with mystery and constant threat of greater government regulation. The central decision point in the case is that, given the Russian economic crisis since 1998, Natures Way has lost 50% of its sales to cheaper local supplement manufacturers and it must find a solution. The International Projects Coordinator is analyzing her channel design as part of the solution in order to get more products on the shelves in Russia and compete with local producers selling at half the price. An additional, important issue in this case is the ethics potentially involved with a proposed change to MultiLevel Marketing selling techniques, which are often associated with illegal / unethical pyramid schemes. The case was written for business school undergraduate or graduate courses in International Business, International Marketing, or Business Ethics. Case Synopsis The International Projects Coordinator of Natures Way Products, Inc. is preparing for a seven day trip to Russia and investigating the consequences if a change were made from a traditional marketing channel (exporting to a full-service Merchant Wholesaler in Moscow who distributes through pharmacies) to a Multi-Level Marketing (MLM) channel. Many large multinationals in this estimated $58 billion dollar global industry are already using MLM and while Natures Way Products, Inc. has no prior experience, it is an alternative that must at least be evaluated. The task of recruiting, motivating, compensating, and training downline, multi-commissioned, selling agents (Russian women) is complicated and it could evolve into an illegal / unethical pyramid scheme if proper selling and management controls are not implemented. These are the two central decision points of the case while the reader will learn about a very mysterious and oftenmisunderstood marketing channel (MLM) that is very rarely discussed in academic classrooms. In addition it will be necessary to prepare a skeletal pro forma financial statement to compare the traditional channel with the MLM model. An ethics decision tree is included in the case to help the students arrive at a balanced decision. The case ends with the International Projects Coordinator accumulating industry and financial data in order to present a 3-page memorandum to senior management the following day.
The authors developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, instructors manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 7-9, 2004, Sedona, AZ. All rights are reserved to the authors and NACRA. 2004 by Harold Koch and Amy Christensen. Contact person: Harold Koch, School of Business, Utah Valley State College, 800 West University Parkway, Orem, UT 840585999, 801-863-7198, KochHa@uvsc.edu

THE PORT OF GUANGZHOU: ON THE EVE OF TRANSFORMATION Laura Whitcomb & Kern Kwong California State University Kui Shen,Administrative Committee of GETDD Case Objectives and Use This case would be appropriate for courses in international business or strategic management. For international business, the case could be used in an international logistics course or in a course devoted in whole or in part to business in China. The case could be used at the undergraduate or graduate levels. The primary objectives of the case are to illustrate key trends in Pacific Rim trade and to help students understand the infrastructure and logistics underlying globalization and the growth of China trade. Case Synopsis In early 2003, the Port of Guangzhou faced a number of challenges. Rapid economic growth in south China meant that more facilities would be required for this gateway port to handle more raw materials coming in and manufactured goods going out. Containerization and the shift to larger and larger container ships threatened the viability of this historical river port, and it needed to find ways to develop further downriver towards the ocean if it was to achieve its goal of becoming a modern, world-class port. A joint venture with Singapores PSA was helping to achieve this goal. However, the deepwater port of Yantian, located nearby in Shenzhen at the mouth of the Pearl River delta, was developing rapidly with the support of terminal operator Hutchison Whampoa, and might make the port of Guangzhou obsolete. At the same time, the governance of the port was in transition. The port was organized into companies that ran the terminals and administrative divisions that supervised them, all of which were under the administration of a government bureau. In general, it is not unusual for ports worldwide to be government-owned, even in the U.S. However, under central planning, government regulators and business operators tended to be merged, and thus, as part of economic reform in China, it was seen as desirable to create new entities which would distinguish the government functions of port oversight from the business functions of port operation. The form this transformation would take was still under discussion, but it was targeted for completion by the end of the year.

The authors developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, instructors manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 7-9, 2004, Sedona, AZ. All rights are reserved to the authors and NACRA. 2004 by Laura Whitcomb, Kern Kwong, and Kui Shen. Contact person: Laura Whitcomb, Dept. of Management, College of Business & Economics, California State University, Los Angeles, 5151 State University Drive, Los Angeles, CA 90032, 323-343-2910, lwhitco@calstatela.edu