Search results

1 – 10 of 42
Case study
Publication date: 30 April 2020

Armando Borda, Gonzalo Guerra García, Carlos Cordova and Miguel Cordova

The learning outcomes are as follows: to analyze host market characteristics and consumer behavior to develop sound value propositions; to distinguish the characteristics of…

Abstract

Learning outcomes

The learning outcomes are as follows: to analyze host market characteristics and consumer behavior to develop sound value propositions; to distinguish the characteristics of traditional retail as opposed to the ones of modern retail; to identify the potential benefits and challenges of working with traditional retail; to discuss how informality may affect business relations; and to identify potential avenues to align divergent interests between the focal firm and traditional retailers.

Case overview/synopsis

The case described the situation faced by French International Company (FICO), a leading manufacturer of cigarettes, after the acquisition of Fosforera Colombiana (FOCOSA) in Colombia. FICO aimed to leverage the leadership position of FOCOSA and of its flagship brand Ferrari Lights that possess a 60% market share. However, after just a few months, it was clear that the acquired subsidiary was not performing adequately. The financial results obtained were disastrous. To face this situation, FICO appointed as the new marketing director to Waldo Tarantini who has experienced dealing with informal markets. To be aligned to the Colombian consumption pattern of five cigarettes daily, Waldo decided to launch a new presentation of the leading brand denominated Ferrari five, a package of 5 cigarettes at COP 1000. Considering that more than 60% of the sale can be explained by traditional retail, it was mandatory to secure its participation. Nevertheless, traditional retailers obtained up to 56% margin by selling single sticks. Waldo and his team rapidly needed to craft a commercial strategy to secure the participation of traditional retailers in a market plagued by informality, smuggling products and lack of control from national authorities.

Complexity academic level

The case is intended to be used at the early stages of post-graduate studies and in executive education programs addressing issues such as emerging markets, informality, the base of the pyramid, trade marketing and product launches. In particular, the case can be used in MSc in Marketing’s students, first-year MBA students or executives following short courses. The field of studies in which the case should be taught is marketing or trade marketing in particular when analyzing emerging economies.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Case study
Publication date: 25 October 2019

Armando Borda, Carlos Cordova and Juan Carlos Leon

The learning outcomes are as follows: students will identify the reasons for a firm to internationalize and its specific internationalization entry mode; students will distinguish…

Abstract

Learning outcomes

The learning outcomes are as follows: students will identify the reasons for a firm to internationalize and its specific internationalization entry mode; students will distinguish how to follow the client and how physic distance strategies work; students will analyze a host country’s external environment using the PESTEL framework, and they will analyze the international strategies followed by a multinational enterprise using the integration-responsiveness framework as well.

Case overview/synopsis

The authors explore the case of DICOMA Corporation, a Costa Rican multinational enterprise with presence in five countries. Adrian Sanchez, who is Dicoma’s president, needs to craft an international strategy to increase the international sales in the foreign markets where the firm operates. The company may follow two paths. On the one hand, Dicoma can adopt the strategy of following its major clients to expand overseas, which will lead to the opening of operations in more countries, but making the foreign sales highly dependent on these types of partnerships. This has been so far the path pursued by Dicoma in its international expansion. On the other hand, Dicoma can opt to focus on increasing commitments in the existing international markets where it already has operations by capturing new clients in those locations but scarifying the potential business opportunities to enter into other countries in partnership with its major clients.

Complexity academic level

Post-graduate early stage business students enrolled in programs such as Master of Business Administration, Master of Management, Master of International Business, executive education programs, among others.

Supplementary materials

Teaching notes are available upon request for educators only. These teaching notes should be shared solely with the instructor and students should not have access to. Please contact your library to gain login or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 5: International Business.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Article
Publication date: 21 August 2019

Armando Borda Reyes, William Newburry, Jorge Carneiro and Carlos Cordova

This paper aims to use Latin America as a laboratory to better understand the relationship between inward foreign direct investment (IFDI) and outward foreign direct investment…

Abstract

Purpose

This paper aims to use Latin America as a laboratory to better understand the relationship between inward foreign direct investment (IFDI) and outward foreign direct investment (OFDI) (both in total as well as in regional flows) and also examine the moderating effect of trade openness on that relationship. Latin America is an ideal study context for this purpose because of the relative homogeneity of its countries, which reduces confounding effects and increases comparability.

Design/methodology/approach

This paper uses longitudinal panel regression models with moderation effects. Secondary data were gathered on IFDI (per country and per country-sector), OFDI (total per country and region-targeted per country) and on trade openness from 11 Latin American countries.

Findings

IFDI in natural resources is positively associated with OFDI in both overall total flows and regional flows. The effect of IFDI in manufacturing has a consistent negative effect on total OFDI. IFDI in services has positive effects on total OFDI. Additionally, trade openness moderates positively the relationship between total IFDI and both total OFDI and regional OFDI. As a consequence, the authors found evidence suggesting that the relation between IFDI and OFDI in Latin America is positively moderated by trade openness.

Originality/value

The authors explored the nature of the impact of IFDI on the capacity of the recipient country to compete abroad as expressed by its OFDI flows. Specifically, they elucidated whether trade openness can be considered a suitable mechanism for home country firms to leverage potential spillovers provided by foreign entrants.

Details

Multinational Business Review, vol. 27 no. 2
Type: Research Article
ISSN: 1525-383X

Keywords

Article
Publication date: 7 December 2023

Michel Hermans, Armando Borda, William Newburry, Carlos Oswaldo Cordova Chea, Diego Finchelstein, Maria Alejandra Gonzalez-Perez, Miguel A. Montoya-Bayardo, Gerardo Velasco and Juan Velez-Ocampo

This study aims to challenge the generic interpretation of Multilatinas as Latin American firms that have been able to internationalize because of highly competitive strategic…

Abstract

Purpose

This study aims to challenge the generic interpretation of Multilatinas as Latin American firms that have been able to internationalize because of highly competitive strategic capabilities. The authors test whether capabilities that international business researchers commonly associate with internationalization are necessary at different stages of the internationalization process to better understand the extent to which emerging market (EM) firms need to develop them.

Design/methodology/approach

International business research suggests a positive association between strategic capabilities and firm internalization. However, it remains unclear what specific capabilities are necessary and when they are necessary. These questions are particularly important in the context of the internationalization of firms from emerging economies, such as Latin America. The authors apply necessary condition analysis (NCA) on a sample of Latin American firms at different internationalization stages to test what strategic capabilities represent necessary conditions for becoming a Multilatina.

Findings

The findings suggest that only a few strategic capabilities are necessary for Latin American firms to become “Multilatinas”. While entrepreneurial orientation and marketing and sales capabilities represent necessary conditions, EM firms may internationalize even though other capabilities are developed to a lesser extent. The authors reflect on how shifts in local markets and technology drive the emergence of different types of Multilatinas.

Research limitations/implications

Measuring strategic capabilities across multiple EM firms implies a risk that firm-specific aspects are not fully captured. While the authors focused on the comparative competitive strength of capabilities and took great care to minimize measurement error, the authors acknowledge possible bias. Also, while NCA does not require a minimum sample size, findings from our sample of firms from four countries may not generalize to the region or other EMs.

Originality/value

As a relatively new statistical technique, the use of NCA has spread rapidly. To the best of the authors’ knowledge, the linkage between organizational capabilities and firm internationalization has not been tested from a necessary conditions perspective yet. The reflections on the “Multilatina” concept based on the notion of EM firms as configurations of strategic capabilities inform current debates on EM multinational enterprises.

Book part
Publication date: 10 April 2019

Oswaldo Morales and Carlos Cordova

The aim is to describe the cultural richness of Peruvian racial diversity. The articulating and unifying role of Peruvian gastronomy is highlighted in building a national…

Abstract

Purpose

The aim is to describe the cultural richness of Peruvian racial diversity. The articulating and unifying role of Peruvian gastronomy is highlighted in building a national identity, which acts as a platform for social cohesion.

Design/Methodology/Approach

Qualitative analysis is used in order to understand the drivers that enabled a cultural revolution through gastronomy.

Findings

Under a vast cultural diversity, gastronomy arises to articulate and unify it into a common sense of national identity and social inclusion. Although Peruvian gastronomic boom started as an initiative of a group of entrepreneurs, it actually has had an impact at society level.

Research Limitations/Implications

Ethnographic studies among different social classes and racial groups are needed in order to elucidate the perceptions that they have regarding their social inclusion. At a quantitative level, econometric studies could be conducted to reflect the impact of gastronomy on poverty reduction or on inequality reduction, especially in urban-marginal or rural areas.

Practical Implications

Gastronomy is also a business strategy model on the basis of the creation of a cluster as a viable alternative for developing countries.

Social Implications

Peruvians no matter their racial heritage or social class are proud of their cousin and of being Peruvians, creating a sense of national union and social inclusion.

Originality/Value

The contribution is to highlight the importance of gastronomy as one of the main articulators in the construction of national identity under a racially diverse population. Society, public policy officers, and businesses may benefit from this.

Details

Diversity within Diversity Management
Type: Book
ISBN: 978-1-78754-821-3

Keywords

Article
Publication date: 9 April 2024

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Firms from emerging markets like Latin America can increase their prospects of successful internationalization through focus on developing and enhancing key strategic capabilities. While entrepreneurial orientation and marketing and sales capabilities are especially important in this regard, ambitious firms should likewise seek to develop various other capabilities to some degree

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format

Details

Strategic Direction, vol. 40 no. 4
Type: Research Article
ISSN: 0258-0543

Keywords

Content available
Book part
Publication date: 10 April 2019

Abstract

Details

Diversity within Diversity Management
Type: Book
ISBN: 978-1-78754-821-3

Book part
Publication date: 10 April 2019

Andri Georgiadou, Maria Alejandra Gonzalez-Perez and Miguel R. Olivas-Luján

The purpose of this chapter is to provide an overview of the research presented in this edited volume.

Abstract

Purpose

The purpose of this chapter is to provide an overview of the research presented in this edited volume.

Design/Methodology

This report is based on 17 chapters, which vary in terms of research approach, design, and method, yet aims to present different country perspectives on diversity within diversity management.

Findings

The chapters present new insights on how the national and macro-social environment impacts the institutional approaches to diversity management across the world. Findings indicate the need for organizations to focus on deep-level diversity, rather than choosing a tick-box policy on surface-level diversity. Empirical studies reveal that every institution can adopt a diversity-friendly approach in a way that best fits their structure, culture and the mentality of their top management team.

Originality

The report summarizes and integrates novel insights on country perspectives and approaches on diversity management.

Article
Publication date: 18 May 2021

Maria Alejandra Gonzalez-Perez, Miguel Cordova, Michel Hermans, Karla Maria Nava-Aguirre, Fabiola Monje-Cueto, Santiago Mingo, Santiago Tobon, Carlos Adrian Rodriguez, Erica Helena Salvaj and Dinorá Eliete Floriani

This study aims to build on embedded approaches to stakeholder management and examines how organizational decision-makers consider social responsibility toward proximal…

Abstract

Purpose

This study aims to build on embedded approaches to stakeholder management and examines how organizational decision-makers consider social responsibility toward proximal stakeholders in crises that encompass an entire system of stakeholder relationships.

Design/methodology/approach

Within a criterion-based sample of eight Latin American private universities, this paper develops in-depth exploratory case studies to examine the prioritization of stakeholders in higher education institutions’ decision-making during the outbreak of the COVID-19 crisis.

Findings

Contrary to the notion that during crises organizations prioritize stakeholders that provide resources that are critical to survival, this study finds that in contextual crises stakeholder management is informed by social responsibility. In addition, the findings suggest that crises may be tipping points for changes toward mission-driven approaches to governance.

Practical implications

Acknowledging the roles of social responsibility and proximity in stakeholder management during contextual crises allows for more informed governance of organizations that face disruptions in their system of stakeholder relations.

Originality/value

This study contributes unique insights into the decision-maker’s prioritization of stakeholders during the COVID-19 crisis. The uncertainty associated with the emerging “new normal” allowed for an extreme test of socially embedded versus resource-oriented approaches to stakeholder management.

Article
Publication date: 24 August 2021

Miguel Cordova, Dinorá Eliete Floriani, Maria Alejandra Gonzalez-Perez, Michel Hermans, Santiago Mingo, Fabiola Monje-Cueto, Karla Maria Nava-Aguirre, Carlos Adrian Rodriguez and Erica Salvaj

This paper aims to provide insights into the internationalization strategic responses to the COVID-19 pandemic by higher education institutions (HEIs) in Latin America.

Abstract

Purpose

This paper aims to provide insights into the internationalization strategic responses to the COVID-19 pandemic by higher education institutions (HEIs) in Latin America.

Design/methodology/approach

This study is based on information from eight leading Latin American private universities. The data were obtained from official sources such as institutional communications and university administrators.

Findings

The authors identify two main issues that HEIs should consider while responding to the pandemic. First, greater attention and resource allocation to the universities' main local stakeholders can affect traditional internationalization activities. Second, a focus on revitalizing foreign partnerships and strengthening “virtual internationalization” can help maintain and eventually increase international presence.

Research limitations/implications

While this study analyses how these Latin American HEIs responded during the initial stages of the COVID-19 outbreak, it is important to conduct follow-up studies to shed light on how HEIs are adapting to the COVID-19 crisis as it continues to unfold.

Originality/value

This study is based on unique information gathered from leading private, not-for-profit HEIs in Latin America, which, contrary to state-owned HEIs or other private institutions in developed economies, have exhibited different means and conditions to respond to the coronavirus outbreak. Finally, the authors contribute to the literature on the internationalization of HEIs by discussing the role of a significant disruptive event on the internationalization of higher education and, particularly, business schools.

Propósito

Este artículo discute las respuestas estratégicas de internacionalización frente a la pandemia del COVID-19 implementadas por Instituciones de Educación Superior (IES) en América Latina.

Diseño/metodología/aproximación

Este estudio se basa en información de ocho universidades privadas líderes en América Latina. La información fue obtenida de fuentes oficiales tales como comunicados institucionales y autoridades.

Hallazgos

Identificamos dos temas principales que las IES deben considerar mientras responden al COVID-19. Primero, una mayor atención y reubicación de recursos hacia los principales grupos de interés local puede afectar las actividades tradicionales de internacionalización. Segundo, revitalizar las alianzas extranjeras y fortalecer la “internacionalización virtual” puede ayudar a mantener y eventualmente incrementar la presencia internacional.

Limitaciones de investigación/implicaciones

Si bien este estudio analiza cómo un grupo de IES Latinoamericanas respondieron durante las etapas iniciales del COVID-19, es importante continuar analizando cómo las IES se siguen adaptando a medida que la crisis COVID-19 avanza.

Originalidad/valor

Este estudio se basa en datos únicos obtenidos de IES privadas, sin fines de lucro, y líderes en América Latina que, al contrario de las universidades públicas u otras IES en economías desarrolladas, exhiben medios y condiciones diferentes para responder a la expansión del coronavirus. Finalmente, este trabajo contribuye a la literatura sobre internacionalización de IES mediante la discusión del rol de un evento disruptivo de escala mundial en la internacionalización de universidades y, particularmente, escuelas de negocios.

1 – 10 of 42