Case studies

In 2005, LPP SA was one of the fastest growing firms in Poland’s apparel industry, with popular brands such as RESERVED and CROPP. This case focuses on the apparel industry, LPP’s business and international strategies, and its internal capabilities. The case also offers a background on the communist rule in Poland and how it led to economic malaise that sparked the strikes by Solidarity under the leadership of Lech Walesa. These strikes eventually cascaded into the demand for reforms and the collapse of the communist regime. Thus, the case tracks Poland’s transition into an “emerging market” and the environment within which LPP developed. The case concludes by asking readers whether LPP needs to reorient its strategies and develop new capabilities to sustain its growth.

Radio Mirchi is the flagship brand of Entertainment Network India Limited (ENIL). ENIL is the largest private FM radio broadcaster in India. ENIL was able to gain a stronghold in the market due to its strengths of innovativeness and creative content, large operating network, reach among listeners, high quality studio and strong advertisement sales capabilities. The case discusses Radio Mirchi's entry into the Kolkata market in 2003 amidst the competition from three other players—Red FM, Aamar and Power. Kolkata occupied a prime place in the company's growth plans. The case discusses the dilemma faced by the company on developing the entry strategy. Its top management has to decide on the market segment(s) it should target, and the design of the product.

A Confrontation of Mindsets: French Retailers Operating in Poland traces the history of French retailers setting up operations in Poland in the mid 90s. The case, however, is set in 2006 when a top retailing executive recalls the important watershed period of 1996-97 when the expatriate managers in charge of setting up the first hypermarkets encountered great difficulties with their new Polish recruits. The managers were not succeeding in transferring the practices and routines that were an essential part of their business model on the home market in France: their Polish employees displayed work attitudes that were the contrary of the initiative and responsibility for enlarged jobs that characterized employees back home. This situation called into question the very viability of their business model in Poland. The case poses very clearly the question of what actions the expatriate managers should decide to take to ensure the store launchings in Poland and future growth. The issues raised concern global versus multi-domestic internationalization strategies, business models, paradigms, corporate culture, management of expats, knowledge transfer and the link between strategic implementation and organizational behavior.

Regency Hospital Limited, a multi-specialty hospital in Kanpur, India was founded by Dr. Atul Kapoor in 1995. The hospital had grown over the years. However, there were a number of issues that were yet to be dealt with. The case describes the struggles that the founder went through in setting up this hospital. It presents the challenges from the perspective of the founder as well as the staff and doctors of the hospital. In the process, the case highlights issues on leadership, entrepreneurship, organizational culture, and management of change.

Jeff Hotchkiss, President of the Assembly Test Division of Teradyne, Inc., the largest electronics testing company in the world, returned to the corporation where he had built his career after a three-year hiatus as CEO of a VOIP start-up. Teradyne's operation was struggling through the effects of a bad economy coupled with significant downturns in the electronics industry, and Hotchkiss encountered numerous problems specifically in the China operation, including customer dissatisfaction with service, price, and time required to implement changes. He assembled a strategic team to address these issues and to recommend and implement an accelerated turnaround in China. Students are challenged to design the turnaround plan.

In October 2004, Mr. Richard Sands, CEO of Constellation Brands, evaluated the potential purchase of The Robert Mondavi Corporation. Sands felt that Mondavi's wine beverage products would fit into the Constellation portfolio of alcohol beverage brands, and the opportunity to purchase Mondavi for a highly favorable price was quite possible due to recent management turmoil at that company. However, should it be purchased, strategic and operational changes would be necessary in order to fully achieve Mondavi's potential value. In making a decision, students need to consider the attractiveness of the wine industry, its changing structure, its share of the overall market for beverages, and rival firms' strategies. As rival bidders may emerge for Mondavi's brands, Constellation must offer a price that demonstrates its serious intent to acquire Mondavi.