This series of cases consists of three individual cases describing the internationalization strategy of Chinese private enterprises in Europe. China’s private enterprise sector is generally much more productive and profitable than its state-owned enterprise (SOE) sector. Having entered a new stage of outbound investment, an increased number of Chinese private firms have joined the “Going Global” cohort. These new investors represent many different industries from the SOE sector, usually characterized by innovation and dynamics. However, relative to the SOEs, these private sector investors were often confronted with a shortage of financial capital, capabilities, and human resources required for internationalization. These cases, therefore, display some of the characteristics of the latest Chinese investment phase in the Netherlands, such as their motivations for internationalization, global strategies, and challenges.
The leading green energy storage company, A123 Systems, had to balance overhead, production, and development costs against revenues received within an undeveloped market. How should A123 Systems diversify its business strategy to minimize the risks caused by the potential market development and government policy change regarding subsidies?
The electric vehicles maker Tesla Motors was earning low margins due to high product costs and a lack of economies of scale. If oil prices continued to climb, and electric cars by big manufacturers caught on with consumers, could Tesla Motors ride the wave and achieve a tipping point?
While Siemens Key Account Management program was a proven success, Siemens encountered major challenges in managing a key account in Central Asia. How an MNE like Siemens can strike a balance between global integration and local autonomy became an urgent issue to resolve.
Logitech was the world’s leading provider of computer peripherals. However, with peripherals becoming part of the standard package in computing, and with the rise of touch screens, would Logitech survive in the market?
Working to become “the Tiffany for the next generation,” Blue Nile, the largest online retailer of diamond engagement rings, was stuck in the middle of the market. How could Blue Nile move up the ladder and become a high-end diamond retailer? Was it possible at all for an “online only” retailer?
Passion and conviction are not sufficient to realize eco-innovation. Only after a good deal of “wheeling and dealing”, one Dutch firm finally implemented environmentally sound solutions.
A team leader is tasked with the decision to promote one of four team members, each having a different relationship with the team leader. Here, justice principles and ethical norms within relationships are explored.
KPN developed from a traditional telecommunications sector incumbent into a complex, vertically integrated organization. Faced with increasing competition and deregulation alongside increasing financial problems, KPN considered revitalizing an outsourcing relationship that had not delivered expected results.
