BENELLI AND QJ CASE STUDY

Emerging Multinationals in Emerging Markets, pp. The Chinese production of these products should be stopped, for the company to redistribute their product lines to and models that can become stars or cows. The ability of a firm to develop inter-cultural and inter-organisational consistency is directly related to its ability to succeed in new and foreign markets where there are distinctive political, economic, social and technological environments. The absorptive capacity of the Chinese MNEs is limited, as defined by Whitley, particularly in terms of human resources and marketing strategies; whereas in terms of production and engineering, the Chinese are keen to learn and capitalise on this knowledge [Whitley, , p. Gugler eds , Chinese International Investments. Despite the excellent press and large industrial investments aimed at achieving efficiency and lower prices, the penetration of foreign markets was difficult.

It was projected that Qianjiang Group would be able to provide bikes for MotoGP in coming years and would make new bikes for World Superbike races. The Italian technical director who was appointed vice managing director by the Chinese investors left the company in due to his opposition to the way the Chinese were running the firm Miller, In these cases, buyers tend to allow the target firm to remain structurally separate. By Carlo Pietrobelli and Marco Sanfilippo. What Drives Chinese Multinationals to Italy? Specific attention is paid to integration issues related to human resources and management practices. Data were sent every three months to the Chinese parent company by e-mail in a digital format.

Remember me on this computer. Benelli had planned to enter into the racing activity. Develop alternative solutions to each of the identified problems. Specific adn is paid to integration issues related to human resources and management practices. These resources contribute to the rapid creation of an international competitive advantage capable of expanding and diversifying their core competencies.

This approach identifies key differences in systems of economic organisation and control in terms of specific features of the stufy environment [Whitley,p. The Case Centre is dedicated to advancing the case method worldwide, sharing knowledge, wisdom and experience to inspire and transform business education across the globe. The exchange of information as well as of rumours, anecdotes and feelings was particularly intense dase three key persons in the company, all of whom were Italians: Another strategic motivation behind the acquisition was the reputation of the Italian brand, which was well known for its quality and sporting tradition Spigarelli et al.

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benelli and qj case study

As indicated by the extant research, Chinese face difficulties in integrating the acquired firms, csae over the medium term Hirt and Orr, Inthe Qianjiang Group QJlarge Chinese state-owned group, has acquired the Italian company Csae expand their business in foreign markets outside Italy.

Analyze the environment, study and company to identify problems. Institutional and group orientation-collectivism is fundamental in China due to the importance of a high sense of belonging. The Go Global policy should also encourage the development of a high sensitivity to the needs and characteristics of the Western markets, where a key role is played by customer service both internal and external and by intangible resources and investments related to them.

However, the golden age of the firm came to an end in the s due to strong competition from Japanese producers. A research design that also allows access to headquarter will allow for a deeper understanding of the organisational culture and motivations, beyond what is publicly revealed.

Tough rhetoric rising source of China on US study desire. The acquired Italian firm was competing in a niche motorcycle market for racing enthusiasts.

Benelli and qj case study

Field visits and interviews were carried out from to Because this factor would set the competition to develop production methods of developing these types of cases, the alternative benell would be to invest in research and development to come up with new and effective engines based on the electronic and fuel-celled technologies. However, Chinese organisations are notoriously sensitive and secretive about revealing information, and access to their inner-workings and strategic thinking is not easy to come by.

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Advantage brand Benelli was designed to provide core competencies for QJ, to compete in world markets motorcycle also features Benelli and know-how in the motorcycle and scooter engineering also vase QJ complete its product portfolio.

No direct interviews were held with anyone from the Chinese parent company. Sauvant,; Wilson and Purushothaman, Recent studies not only emphasise the specific nature of internationalisation processes actively promoted by the government, but also provide evidence of the weaknesses associated with such internationalisation processes.

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As a result, the acquisition is somewhat more akin to a strategic alliance. Furthermore, many changes in equity occurred with unsuccessful attempts to re-launch the company.

benelli and qj case study

Figure 2 Modes stud internationalisation Source: Leveraging the history and tradition of a European firm and repositioning the firm for global leadership in the heavy and light bike industry is no small task, especially in the highly competitive American and European markets. The Case Centre is a not-for-profit company limited by guarantee, registered in England No and entered in the Register of Qk No To model the case outcome, there needed to be data covering all aspects of the patient’s clinical history.

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Moreover, Italian and Chinese workers seem to have had different perceptions of time and punctuality. In the following section Qianjiang Group strengths, weaknesses, opportunities and threats have been analyzed in detail. Two critical areas in the area of management are occurring in the case during the post-acquisition phase: This created fiefdoms and silos within the organisation making it difficult to coordinate the building of the most important intangible resource, i.

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