Case | HBS Case Collection | April 2017

Yushan Bicycles: Learning to Ride Abroad

by Christopher A. Bartlett and Paul S. Myers

Abstract

Yushan Bicycles, one of Taiwan's leading bicycle manufacturers, is pursuing an international expansion strategy by increasing demand for its range of traditional and electric bicycles and shifting its product mix toward higher-margin models sold through specialty bicycle retail shops. However, the manager of its new Australian subsidiary has taken a different approach that focuses on selling lower-priced models through large sporting-goods retailers. The manager's strategy has yielded disappointing financial results so far, and he and company executives disagree on the cause and next steps. The Yushan case was specifically developed for international management and international business courses, but it can also be used in competitive strategy, corporate strategy, and general management programs. It is especially useful for analyzing situations in which issues of strategy, organization, and management converge.

Keywords: Globalized Firms and Management; Growth and Development Strategy; Competitive Strategy; Conflict Management; Learning; Bicycle Industry; Taiwan; Australia;

Citation:

Bartlett, Christopher A., and Paul S. Myers. "Yushan Bicycles: Learning to Ride Abroad." Harvard Business School Brief Case 917-539, April 2017.