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Case study
Publication date: 24 December 2021

Praveen Gupta

There had been many pieces of research on international expansion approaches, and they continued to grow. However, research about the firms belonging to emerging nations…

Abstract

Theoretical basis

There had been many pieces of research on international expansion approaches, and they continued to grow. However, research about the firms belonging to emerging nations and that went global were still in the early stages. It had been argued that most theories on international expansion had focused on explaining the internationalization of large firms, majorly originating in developed countries. This case study offers an intriguing reading about an Indian MNC, successfully entering the developed markets and competing thereof amidst tough and complex world. Moreover, the leaders like Baba Kalyani met the stiff challenge from complexities and disruption successfully through entrepreneurial mindset. The case study offers insights into “Creating Value Through Entrepreneurial Leadership Framework”.

Research methodology

The case study has been developed through secondary data sources. The published online resources, the firm's annual reports formed the basis of the research work. Author accessed online news articles, auto component industry experts' views and reports from global consultancy firms, and auto industry body such as SIAM (Society of Indian Automobile Manufacturers) reports helped the research. The views and interviews by promoters of the company are available online for deeper insights and analysis.

Case overview/synopsis

An Indian multinational, Bharat Forge Limited (BFL), was a shining example of achieving global manufacturing standards through perseverance and entrepreneurial leadership. For more than the past four decades, BFL faced complexities, uncertainties and disruptions multiple times, and every time, the business world saw a resurgent company, Bharat Forge. The company achieved growth through diversification, related and unrelated, acquisition, product innovation, portfolio expansion and expansion in domestic and global development. Competitive market, economic slowdown, innovation and technology disruption had not deterred BFL from growing into a worldwide auto component giant. BFL overcame all hurdles with grit and enterprise. It achieved a paradigm shift with over half the revenue from non-automotive sectors such as defence, electric vehicle components, e-mobility, power electronics and aluminium light-weighting.

Complexity academic level

This case is planned for MBA students, primarily in the second half of the course curriculum. It can be executed in marketing, strategic marketing and strategic management courses. The conceptual framework pertaining to corporate strategy, global expansion, diversification, product development, innovation, disruption, market development and entrepreneurial leadership can be taught through the case. The case is suitable for MBA executive students as well, in courses mentioned above in addition to courses such as strategic leadership.

Case study
Publication date: 4 December 2018

Praveen Gupta, Ankita Nagpal and Diksha Malik

Students after reading the case will learn about the issues and challenges of expansion in emerging markets. Global expansion versus multinational expansion…

Abstract

Learning outcomes

Students after reading the case will learn about the issues and challenges of expansion in emerging markets. Global expansion versus multinational expansion. Stardardization versus localization. Socio-cultural aspects in international marketing. Leadership succession in multinational companies.

Case overview/synopsis

The case is about Starbucks’ journey of global expansion. It focuses on challenges in emerging markets. It also talks about the challenges to new CEO Kevin Johnson post stepping down of iconic leader Howard Schultz.

Complexity academic level

MBA Executive MBA Specialisation in Strategy, International Marketing.

Supplementary materials

Teaching Note are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 5: International Business.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Article
Publication date: 6 July 2010

Abstract

Details

International Journal of Innovation Science, vol. 2 no. 1
Type: Research Article
ISSN: 1757-2223

Article
Publication date: 3 April 2012

Moises Norena and Praveen Gupta

190

Abstract

Details

International Journal of Innovation Science, vol. 4 no. 1
Type: Research Article
ISSN: 1757-2223

Abstract

Details

International Journal of Innovation Science, vol. 3 no. 4
Type: Research Article
ISSN: 1757-2223

Abstract

Details

International Journal of Innovation Science, vol. 3 no. 3
Type: Research Article
ISSN: 1757-2223

Article
Publication date: 7 November 2011

Praveen Gupta

Innovation has been considered necessary for solving every problem today. In any business meeting, conference or media innovation is discussed and desired. However, key…

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Abstract

Innovation has been considered necessary for solving every problem today. In any business meeting, conference or media innovation is discussed and desired. However, key challenges in realizing innovation are a well understood framework and an infrastructure for its successful deployment. Current frameworks including Open Innovation, Crowd Sourcing and many others do not address corporate needs in terms of credibility and for its body of knowledge for developing competency. Having established a credible and teachable framework for innovation, the author realized that organization leadership is unable to drive innovation due to misunderstanding of innovation principles and change management at the leadership level. Recognizing success of Prof. Kotter's Leading Change model, the author adapts the model to managing the innovation change [1]. This paper presents application of the Leading Change to innovation management and providing guidance to organization leadership for innovation deployment. Innovation deployment has become a necessity for organizations in knowledge age for achieving competitive edge and sustaining profitable growth.

Details

International Journal of Innovation Science, vol. 3 no. 3
Type: Research Article
ISSN: 1757-2223

Abstract

Details

International Journal of Innovation Science, vol. 3 no. 4
Type: Research Article
ISSN: 1757-2223

Article
Publication date: 16 February 2010

Abstract

Details

International Journal of Innovation Science, vol. 1 no. 4
Type: Research Article
ISSN: 1757-2223

Article
Publication date: 1 December 2009

Praveen Gupta

Abstract

Details

International Journal of Innovation Science, vol. 1 no. 3
Type: Research Article
ISSN: 1757-2223

1 – 10 of 137