Case Questions

1. MAC
a. Discuss the Globalisation and localisation factors indicated in the case?
b. What is the strategic approach of MAC to cope up with local nature of the
Industry?
c. Use the Integration Grid to illustrate the position of Mac and the Industry?
d. Is there any strategic gaps in the internationalisation process adopted by
Mac?

2. Cupcakes
a. Is Cupcakes right in their choices for internationalisation? Use any model you
are familiar to discuss the same.
b. What are the factors considered by cupcakes in its internationalisation?
Discuss
c. Do you think that the internationalisation strategies pursued by Cupcakes are
right? Discuss.

3. World Investment Report (WIR – Ch4)

Read Ch4 or WIR and comment on the trends of the following:
a. Dimensions of International Production
b. Degree of internationalisation
c. Geographical spread of Industries

4. DRL
a. List down the external environmental factors given in the case. Classify the
factors and using the Global/Local Response Grid, comment on the Domestic
and International segments of Pharmaceutical Industry.
b. Use CAGE Framework in the context of DRL and highlight distances favourable
or unfavourable for them in select markets.
c. Use Yip’s Framework and discuss the elements of the framework in the light of
Dr. Reddy’s.
d. Given the distinguishing nature of domestic and international markets, what
should be the changes in their corporate and business level strategies? Give
reasons for the same.

5. Entry Mode
a. Examine firms’ international strategy, focusing on the particular aspect of the
choice of entry mode by hotel chains

6. Doing Business Report

Critically examine the latest two Doing Business Report – India in terms of
drivers favouring internationalisation of firms.
 7. Airtel
a. List down the external environmental factors given in the case. Classify the
factors and using the Global/Local Response Grid, comment on the Domestic
and International segments of Telecom Services Industry.
b. Draw a value chain for Airtel and indicate the activities which are
performed/outsourced by them based on the facts given in the case. Also
comment on the integration strategies of Airtel.
c. Use the Global Strategy Framework and discuss the elements of the framework
in the light of Airtel.
d. Given the distinguishing nature of domestic and international markets, what
should be the changes in their competitive and business level strategies? Give
reasons for the same.

8. Indigo
a. What are the internationalisation factors Indigo should consider for its overseas
expansion? In your view have they considered them? Discuss.
b. Given the high fixed costs in the Industry, what strategic options are pursued
by Indigo in its internationalisation routes? Explain.
c. Draw a value chain for indigo and indicate the activities which are
performed/outsourced by them based on the facts given in the case. Also
comment on the integration strategies of Indigo.
d. Given the distinguishing nature of domestic and international markets, what
should be the changes in their corporate and business level strategies? Give
reasons for the same.

9. Iridium
a. Discuss the global business landscape of satellite telephony industry and
identify the different drivers.
b. Visit the URL of Iridium provided in the case and access their latest annual
report. Based on the same comment on their outlook for the Industry.
c. What are the strategies pursued by Iridium for global markets. How would you
align with the marketing related frameworks studied in the class?

10. Astra Zeneca

a. What are the major drivers which influence the Global Pharma industry to be
more localised?
b. What are the challenges and opportunities faced by Astra in China?
c. Using a strategic framework(s) evaluate the firm’s strategic approach in
China.

11. P&G
a. According to Jager, “Organization 2005 marks the most dramatic change to
P&G’s structure, work processes and culture in the company’s history.” Explain
in detail the key elements of the Organization 2005 program. What changes did
the program bring about in P&G?
b. Comment on the organization structure and its suitability in view of the overall
strategy adopted by P&G.
c. What are the changes in the marketing strategy of P&G proposed in the case?
How do you evaluate in terms of global perspective of the organization?

d. Lafley believed that Organization 2005 was fundamentally right for P&G.
Critically comment on the merits and demerits of the program. Do you agree
that the program was fundamentally right? Take a stand and justify it taking into
account P&G’s future prospects.

e. Analysts had expressed doubts whether the measures taken by Lafley would
sustain P&G’s growth in the long term. Comment on the Lafley’s strategy of
focusing on mature markets and leading brands? Do you think this strategy will
be successful in future? What measures must Lafley take to improve P&G’s
growth in developing markets?