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Sany's Cross-Border Acquisition, Integration, and Strategic Renewal
Libo Fan; Paul W. Beamish; Bess (Huifang) GengCase IVEY-9B16M191-EStrategyIn 2012, Germany-based Putzmeister was acquired by China-based SANY, the largest concrete machinery manufacturer in the world. By early 2015, the degree and extent of integration was still incomplete, which put pressure on SANY’s management. SANY focused mainly on the Chinese domestic market, whereas Putzmeister had an established brand and good experience in international markets. Should the acquisition integration focus only on Putzmeister, or ...Starting at €8.20
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Hisense's Internationalization Dilemma: Co-Operation with Loewe
Su Liu; Paul W. BeamishCase IVEY-9B17M155-EKnowledge and Communication, StrategyHisense Co., Ltd. (Hisense) was the fourth-largest television maker in the world, but its market share and brand recognition remained low in Europe. Therefore, strengthening its branding and improving its sales there were priorities for the Chinese company. In 2013, Hisense was considering whether to establish a strategic alliance with the German high-end television manufacturer Loewe AG (Loewe). Despite having a good reputation, Loewe was suffer...Starting at €8.20
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Beiersdorf AG: Expanding Nivea's Global Reach
Paul W. Beamish; Vanessa HasseCase IVEY-9B13M016-EStrategyIn 2012, two years after a major restructuring project had begun at German skin care producer Beiersdorf, the process was still ongoing. The new chief executive officer (CEO) inherited several challenges from his predecessor, including the difficult implementation of the new transnational strategy, opposition from employees and the work council, and ineffective market-entry strategies (especially in China). Strong competitors and a slow rate of e...Starting at €8.20