Juan Alcacer
Associate Professor of Business Administration
Juan Alcacer received his Ph.D. in International Business and Strategy and an M.A. in Economics from the University of Michigan. He also holds an MBA in Finance and Economics from IESA. Before entering graduate school he worked as an associate at McKinsey & Co. in Latin America. Professor Alcacer’s research interests are in international strategies of firms in the telecommunications industry. His current research focuses primarily on the effect of competition on the location decisions of multinationals.
-
Article
| Journal of International Business Studies
|
Firm Rivalry, Knowledge Accumulation, and MNE Location Choices
Juan Alcacer, Cristian Deszo and Minyuan Zhao
Citation: Alcacer, Juan, Cristian Deszo, and Minyuan Zhao. "Firm Rivalry, Knowledge Accumulation, and MNE Location Choices." Journal of International Business Studies (2013).
-
Article
| Strategic Management Journal
| Forthcoming
Location Strategies for Agglomeration Economies
Juan Alcacer and Wilbur Chung
Geographically concentrated industry activity creates pools of skilled labor and specialized suppliers, and increases opportunities for knowledge spillovers. The strategic value of these agglomeration economies may vary by firm, depending upon the relative value of each economy, and upon firm and agglomeration economy traits. To better determine when a firm will be attracted to agglomeration economies, we develop a three-layer framework. The first layer assesses the relative importance of skilled labor, suppliers, and knowledge spillovers. The second layer considers whether firms can benefit from geographic concentration without co-locating. The final layer examines why some firms are more inclined to co-locate than others based upon firm and agglomeration economy traits. We test our framework on the U.S. location choices of new manufacturing entrants between 1985 and 1994 and find that firms are far more attracted to skilled labor and specialized suppliers than they are to potential knowledge spillovers, even in R&D intensive industries. We also find that leading firms will be more attracted to pools of labor, suppliers, and potential knowledge spillovers when their own contributions are less fungible, and cannot be easily leveraged for strategic advantage by proximate competitors.
Keywords: Location strategies;
Location choices;
strategy;
agglomeration economies;
value creation;
Citation: Alcacer, Juan, and Wilbur Chung. "Location Strategies for Agglomeration Economies." Strategic Management Journal (forthcoming).
-
Article
| Management Science
|
Local R&D Strategies and Multi-location Firms: The Role of Internal Linkages
Juan Alcacer and Minyuan Zhao
This study looks at the role of firms' internal linkages in highly competitive technology clusters, where much of the world's R&D takes place. The leading players in these clusters are multilocation firms that organize and integrate knowledge across sites worldwide. Strong internal links across locations allow these firms to leverage knowledge for competitive advantage without risking critical knowledge outflow to competitors. We examine whether multi-location firms increase internal ties when they face appropriability risks from direct competitors. Our empirical analysis of the global semiconductor industry shows that when leading firms co-locate with direct market competitors, innovations tend to be quickly internalized and are more likely to involve collaboration across locations, particularly with inventors from the firm's primary R&D site. Our results suggest that R&D dynamics in clusters are heavily influenced by multi-location firms with innovative links across locations and that future research on technology innovation in clusters should account for these links.
Keywords: Multinational Firms and Management;
Technological Innovation;
Knowledge Use and Leverage;
Management Analysis, Tools, and Techniques;
Research and Development;
Risk and Uncertainty;
Competition;
Competitive Advantage;
Technology;
-
Article
| American Journal of Sociology
|
Spanning the Institutional Abyss: The Intergovernmental Network and the Governance of Foreign Direct Investment
Juan Alcacer and Paul Ingram
Global economic transactions such as foreign direct investment must extend over an institutional abyss between the jurisdiction, and therefore protection, of the states involved. Intergovernmental organizations (IGOs), whose members are states, represent an important attempt to span this abyss. IGOs are mandated variously to smooth economic transactions, facilitate global cooperation, and promote cultural contact and awareness. We use a network approach to demonstrate that the connections between two countries through joint-membership in the same IGOs are associated with a large positive influence on the foreign direct investment that flows between them. Moreover, we show that this effect occurs not only in the case of IGOs that focus on economic issues, but also on those with social and cultural mandates. This demonstrates that relational governance is important and feasible in the global context and for the most risky transactions. Finally we examine the interdependence between the IGO network and the domestic institutions of states. The interdependence between these global and domestic institutional forms is complex, with target-country democracy being a substitute for economic IGOs, but a complement for social and cultural IGOs.
Keywords: Globalization;
Market Transactions;
Foreign Direct Investment;
Government and Politics;
Risk and Uncertainty;
Networks;
Culture;
Complexity;
Public Administration Industry;
-
Article
| Global Strategy Journal
|
Benefiting from Location: Knowledge Seeking
Juan Alcacer and Wilbur Chung
Keywords: Geographic Location;
Knowledge;
-
Article
| Global Strategy Journal
|
Benefiting from Location: Knowledge Retrieval
Juan Alcacer and Wilbur Chung
Keywords: Geographic Location;
Knowledge;
-
Article
| Research Policy
|
Applicant and Examiner Citations in U.S. Patents: An Overview and Analysis
Juan Alcacer, Michelle Gittelman and Bhaven Sampat
Prior art patent citations have become a popular measure of patent quality and knowledge flow between firms. Interpreting these measurements is complicated, in some cases, because prior art citations are added by patent examiners as well as by patent applicants. The U.S. Patent and Trademark Office (USPTO) adopted new reporting procedures in 2001, making it possible to measure examiner and applicant citations separately for the first time. We analyzed prior art citations listed in all U.S. patents granted in 2001-2003 and found that examiners played a significant role in identifying prior art, adding 63% of citations on the average patent, and all citations on 40% of patents granted. An analysis of variance found that firm-specific variables explain most of the variation in examiner-citation shares. Using multivariate regression, we found that foreign applicants to the USPTO had the highest proportion of citations added by examiners. High-volume patent applicants had a greater proportion of examiner citations, and a substantial number of firms won patents without listing a single applicant citation. In terms of technology, we found higher examiner shares among patents in electronics, communications, and computer-related fields. Taken together, our findings suggest that firm-level patenting practices, particularly among high-volume applicants, have a strong influence on citation data and merit additional research.
Keywords: Citations;
Patents;
Knowledge Sharing;
Measurement and Metrics;
Quality;
United States;
-
Article
| Management Science
|
Location Strategies and Knowledge Spillovers
Juan Alcacer and Wilbur Chung
Given the importance of proximity for knowledge spillovers, we examine firms' location choices expecting differences in firms' strategies. Firms will locate to maximize their net spillovers as a function of locations' knowledge activity, their own capabilities, and competitors' anticipated actions. Using new entrants into the United States from 1985 to 1994, we find that firms favor locations with academic innovative activity. Other results highlight differences in firms' location strategies suggesting that firms consider not only gains from inward knowledge spillovers but also the possible cost of outward spillovers. While less technologically advanced firms favor locations with high levels of industrial innovative activity, technologically advanced firms choose only locations with high levels of academic activity and avoid locations with industrial activity to distance themselves from competitors.
Keywords: Business Strategy;
Corporate Strategy;
For-Profit Firms;
Knowledge Management;
Research and Development;
Organizational Change and Adaptation;
Disruptive Innovation;
Five Forces Framework;
Cost Management;
Technology;
Competition;
United States;
-
Article
| Review of Economics and Statistics
|
Patent Citations as a Measure of Knowledge Flows: The Influence of Examiner Citations
Juan Alcacer and Michelle Gittelman
Analysis of patent citations is a core methodology in the study of knowledge diffusion. However, citations made by patent examiners have not been separately reported, adding unknown noise to the data. We leverage a recent change in the reporting of patent data showing citations added by examiners. The magnitude is high: two-thirds of citations on the average patent are inserted by examiners. Furthermore, 40% of all patents have all citations added by examiners. We analyze the distribution of examiner and inventor citations with respect to self-citation, distance, technology overlap, and vintage. Results indicate that inferences about inventor knowledge using pooled citations may suffer from bias or overinflated significance levels.
Keywords: Patents;
Knowledge Sharing;
Management Analysis, Tools, and Techniques;
Technology;
Prejudice and Bias;
Change;
-
Article
| Management Science
|
Location Choices across the Value Chain: How Activity and Capability Influence Collocation
Juan Alcacer
There has been a recent revival of interest in the geographic component of firm strategy. Recent research suggests that two opposing forces—competition costs and agglomeration benefits—determine whether firms collocate in a given geographic market. Unexplored is (1) whether these forces have different impacts on R&D, production, and sales subsidiaries, leading to diverse collocation levels, and (2) how firm capabilities impact collocation by increasing or decreasing competition costs and agglomeration benefits. I explore these questions using the worldwide location decisions of firms in the cellular handset industry. I find that production and sales subsidiaries are more geographically dispersed, and R&D subsidiaries are more concentrated, than a random distribution would predict. When distinguishing firms by their capabilities, I find that more-capable firms collocate less than less-capable firms, regardless of the activity performed.
Keywords: Business Strategy;
Competitive Strategy;
Sales;
Research and Development;
Cost Accounting;
Cost Management;
Markets;
Production;
Organizational Change and Adaptation;
Distribution;
Cost vs Benefits;
SWOT Analysis;
Telecommunications Industry;
-
Article
| Academy of Management Best Paper Proceedings
|
Increasing Exploration: Evidence from International Expansion
Juan Alcacer, Heather Berry and Wilbur Chung
While firms balance exploitation and exploration to maximize profits, specifics of how firms pursue this balance are scarce. We focus on how firms increase their exploration after obtaining greater capabilities and experience via sequential international expansion. Using Japanese manufacturing firms' investment into the US, we find that more experience and experience in locations thick with indigenous R&D activity leads firms to pursue greater exploration by adding their own R&D activity. Interestingly, the influence of location is differential; while firms that are more technically advanced are unaffected, less technically advanced firms tend to add their own R&D activity after gaining experience in locations with high indigenous R&D activity. The results suggest that technically lagging firms may leverage host country technical activity to strategically catch up with their more technically advanced competitors.
Keywords: Price Bubble;
Growth and Development Strategy;
Growth Management;
Industry Growth;
Research and Development;
Profit;
Organizational Change and Adaptation;
Knowledge Use and Leverage;
Disruptive Innovation;
Five Forces Framework;
SWOT Analysis;
Duopoly and Oligopoly;
Manufacturing Industry;
Japan;
United States;
-
Article
| Management Science
|
Knowledge Seeking and Location Choice of Foreign Direct Investment in the United States
Juan Alcacer and Wilbur Chung
To what extent do firms go abroad to access technology available in other locations? This paper examines whether and when state technical capabilities attract foreign investment in manufacturing from 1987-1993. We find that on average state R&D intensity does not attract foreign direct investment. Most investing firms are in lower-tech industries and locate in low R&D intensity states, suggesting little interest in state technical capabilities. In contrast, we find that firms in research-intensive industries are more likely to locate in states with high R&D intensity. Foreign firms in the pharmaceutical industry value state R&D intensity the most, at a level twice that of firms in the semiconductor industry, and four times that of electronics firms. Interestingly, not only firms from technically lagging nations, but also some firms from technically leading nations are attracted to R&D intensive states. This suggests that beyond catching up, firms use knowledge-seeking investments also to source technical diversity.
Keywords: Knowledge Acquisition;
Foreign Direct Investment;
Research and Development;
Technology;
Production;
Geographic Location;
United States;
-
Chapter
| Location of Biopharmaceutical Activity
| Forthcoming
Are Licensing Markets Local? An Analysis of the Geography of Vertical Licensing Agreements in Bio-Pharmaceuticals
Juan Alcacer, John Cantwell and Michelle Gittelman
As the value chain of the pharmaceutical industry disaggregates, upstream discovery is increasingly carried out by small research-specialized firms while downstream development, testing and marketing is conducted by global pharmaceutical firms. Licensing plays an important role in this emerging division of labor. Alcacer and his co-authors theorize that, similar to markets for upstream inputs such as scientific knowledge, proximity also may matter for licensing, which they conceptualize as downstream end markets for small biotechnology firms. They examine whether co-location affects the likelihood of vertical licensing transactions between biotechnology firms and global pharmaceutical firms. Discussions with industry executives indicate that large firms search globally for in-licensing opportunities and that licensing transactions should not be sensitive to the geographic locations of the transacting parties. However, an analysis of compounds developed by small biotechnology firms licensed to global pharmaceutical firms suggests that licensing transactions are more likely to occur between firms located in the same geographic area. The results point to the possibility that licensing markets are sensitive to the proximity of the partners, and that despite global search processes by multinationals in the pharmaceutical industry, licensing markets are localized.
Keywords: Geographic Location;
Local Range;
Rights;
Research and Development;
Biotechnology Industry;
Pharmaceutical Industry;
Citation: Alcacer, Juan, John Cantwell, and Michelle Gittelman. "Are Licensing Markets Local? An Analysis of the Geography of Vertical Licensing Agreements in Bio-Pharmaceuticals." In Location of Biopharmaceutical Activity, edited by Iain M. Cockburn, and Matthew J. Slaughter. National Bureau of Economic Research, forthcoming.
-
Working Paper
| HBS Working Paper Series
| 2012
Spatial Organization of Firms: Internal and External Agglomeration Economies and Location Choices Through the Value Chain
Juan Alcacer and Mercedes Delgado
We explore the impact of geographically bounded intra-firm spillovers (internal agglomeration economies) and geographically bounded inter-firm spillovers (external agglomeration economies) on firms' location strategies. Using data from the Census Bureau's Longitudinal Business Database and the U.S. Cluster Mapping Project, we analyze organic expansions of biopharmaceutical firms (by both new establishments and employment increase in existing establishments) in the U.S. in 1993–2005. We consider all activities in the value chain and allow location choices to vary by R&D, manufacturing, and sales. Our findings suggest that (1) internal and external agglomeration economies have separate, positive impacts on location, with relevant differences by activity; (2) internal economies of agglomeration arise within an activity (e.g., among plants) and across activities (e.g., between manufacturing and sales); (3) the effects of internal economies across and within activities vary by activity and type of organic expansion; and (4) across-activity internal economies are asymmetric.
Keywords: Location choices;
agglomeration economies;
value chain;
organization theory;
-
Working Paper
| HBS Working Paper Series
| 2012
Learning by Supplying
Juan Alcacer and Joanne Oxley
Learning processes lie at the heart of our understanding of how firms build capabilities to generate and sustain competitive advantage: learning by doing, learning by exporting, learning from competitors, users, and alliance partners. In this paper we focus attention on another locus of learning that has received less attention from academics despite popular interest: learning by supplying. Using a detailed panel dataset on supply relationships in the mobile telecommunications industry, we address the following questions: What factors contribute to a firm's ability to learn by supplying and build technological and market capabilities? Does it matter to whom the firm supplies? Is involvement in product design important, or is manufacturing the key locus of learning? How does a supplier's initial resource endowment play into the dynamic? Our empirical analysis yields interesting findings that have implications for theory and practice, and that suggest new directions for future research.
Keywords: Learning;
Supply Chain;
Competitive Advantage;
Mobile Technology;
Competency and Skills;
Relationships;
Telecommunications Industry;
Citation: Alcacer, Juan, and Joanne Oxley. " Learning by Supplying." Harvard Business School Working Paper, No. 12–093, April 2012.
-
Working Paper
| HBS Working Paper Series
| 2012
Location Choices under Strategic Interactions
Juan Alcacer, Minyuan Zhao and Cristian Dezso
The literature on location choices has mostly emphasized the impact of location and firm characteristics. However, most industries with a significant presence of multi-location firms are oligopolistic in nature, which suggests that strategic interaction among firms plays an important role in firms' decision-making processes. This paper explores how strategic interaction among competitors affects firms' geographic expansion across time and markets. Specifically, we build a model in which two firms that differ in their capabilities enter sequentially into two markets with different potentials for profit. The model is solved using game theory under three learning scenarios that capture the ability of a firm to transfer its capabilities across markets: no learning, local learning, and global learning. Three equilibrium strategies arise: accommodate, marginalize, and collocate. We identify how these strategies emerge depending on the tradeoff between the opportunity costs of absence (giving competitors a lead in a market) and the entrenchment benefits (the cost advantage firms develop through learning-by-doing when they enter early). Both the opportunity costs of absence and the entrenchment benefits vary according to initial relative firm capabilities, relative market profitability, and learning rates. Our model offers a comprehensive approach to understanding the drivers of firm location choices by modeling not only the impact of location and firm heterogeneity, but also the strategic interaction among firms.
Keywords: Location strategies;
multinational strategy;
oligopolistic competition;
game theory;
firm heterogeneity;
Geographic Location;
Global Strategy;
Multinational Firms and Management;
Duopoly and Oligopoly;
Competitive Strategy;
Expansion;
Game Theory;
-
Case
| HBS Case Collection
|
2012
(Revised from original 2012 version)
HTC Corp. in 2012
David B. Yoffie, Juan Alcacer and Renee Kim
After 15 years of remarkable achievements, Taiwan-based HTC Corp. faced difficult times by 2012. CEO Peter Chou, who drove HTC's transformation from an unknown manufacturer of PDAs for other companies to a well-known global player in smartphones, faced an uncertain and complex environment. Apple's lead in the smartphone and tablet markets, the acquisition of Motorola by Google, the Microsoft-Nokia alliance, the rise of Samsung, and the extensive patent wars - each raised questions about how HTC could continue its upward trajectory. In a rapidly evolving and increasingly competitive market, what would a sustainable differentiation strategy look like for HTC? How could HTC, a historically innovative company, compete in the tablet market? And how could it weather - and mitigate - the patent wars?
Keywords: corporate social responsibility;
telecommunications;
technological innovation;
brand management;
economies of scale and scope;
market positioning;
intellectual property management;
Technological Innovation;
Hardware;
Competitive Strategy;
Innovation and Invention;
Patents;
Product Positioning;
Telecommunications Industry;
Taiwan;
Citation: Yoffie, David B., Juan Alcacer, and Renee Kim. " HTC Corp. in 2012." Harvard Business School Case 712-423, September 2012. (Revised from original May 2012 version.)
-
Teaching Note
| HBS Case Collection
|
2012
Intel: Strategic Decision in Locating a New Assembly and Test Plant (TN) (A) and (B)
Juan Alcacer
The case is used in Harvard Business School's (HBS) elective course "Competing Globally" as the first case in the third module (see "Competing Globally: Course Note for Instructors," HBS No. 713-422). As the first case in the module, it introduces the framework to analyze individual location choices that weave into a location strategy that ultimately creates and sustains value globally. Specifically, Intel allows instructors to introduce a comprehensive framework to analyze location decisions, illustrate how to evaluate, rank and aggregate location traits to make a location choice that contributes to create and sustain value globally, identify the difference between location choice and location strategy, and explore the benefits and drawbacks of agglomeration economies that emerge from locating in clusters.
Keywords: strategic planning;
strategic positioning;
Location choices;
Location strategies;
global strategy;
Strategic Planning;
Strategy;
Global Strategy;
Geographic Location;
Computer Industry;
-
Teaching Note
| HBS Case Collection
|
2012
Baltic Beverages Holding: Competing in a Globalizing World (A) and (B) (TN)
Juan Alcacer
The teaching plan to accompnay "Baltic Beverages Holding: Competing in a Globalizing World (A)," HBS No. 713-430; "Baltic Beverages Holding: Competing in a Globalizing World (B)," HBS No. 713-471. It is divided into an introduction, followed by three discussion segments, and a final concluding module. Because the cases offer material to address issues such as motivation for globalization, timing of expansion, location choices and implementation of global strategy, instructors may need to pick a subset of these issues. Another option is to teach the cases in two sessions, the first covering the why, when and where sessions and the second focusing only on how.
Keywords: strategic planning;
strategic positioning;
strategy;
Location choices;
Location strategies;
globalization;
global strategy;
Globalized Markets and Industries;
Strategic Planning;
Strategy;
Globalization;
Global Strategy;
Globalized Markets and Industries;
Food and Beverage Industry;
Sweden;
Soviet Union;
-
Supplement
| HBS Case Collection
|
2012
Vodafone's Position in the Wireless Telecom Industry in 2001
Juan Alcacer
Instructors may use the supplementary material "Vodafone's Position in the Wireless Telecom Industry in 2001" to demonstrate noticeable differences across countries in terms of: (1) WTP (suggested by the striking differences in ARPU); (2) payment methods (pre-paid vs. post-paid); and (3) the services consumers prefer (voice vs. data; SMS vs. voice). These differences suggest that operators may need higher-than-expected levels of adaptation to local markets.
Keywords: telecommunications;
Technology;
Mobile Technology;
Telecommunications Industry;
Japan;
-
Teaching Note
| HBS Case Collection
|
2012
Vodafone Japan (A), (B) and (C) (TN)
Juan Alcacer
The series of three cases is used in Harvard Business School's (HBS) elective course "Competing Globally" as the second case in the first module (Why?: Strategies to create value globally) (See "Competing Globally: Course Note for Instructors", HBS 713-422). The module identifies three general strategies that create value through global operations: deploying, developing, and deepening. The Vodafone Japan cases illustrate the second strategy type: developing a new source of competitive advantage through arbitrage of technological and market conditions between Japan and the rest of the world. Specifically, the cases allow instructors to illustrate how developing strategies can create value globally and therefore motivate global expansion, emphasize the tension that exists when firms try deploy and develop strategies simultaneously, illustrate that a global strategy based on developing competitive advantages relies on differences across countries and explore under what circumstances firms can benefit from arbitrage opportunities.
Keywords: telecommunications;
technological innovation;
technology strategy;
strategy;
operations strategy;
Technology;
Operations;
Mobile Technology;
Strategy;
Telecommunications Industry;
Japan;
Citation: Alcacer, Juan. "Vodafone Japan (A), (B) and (C) (TN)." Harvard Business School Teaching Note 713-444, September 2012.
-
Teaching Note
| HBS Case Collection
|
2012
Logoplaste: Global Growing Challenges (TN)
Juan Alcacer
The case follows Logoplaste in its transformation from a small player in the plastic container industry in Portugal to a mid-sized global firm with operations in 11 countries. The case summarizes Logoplaste's history, with an emphasis on the milestones of its global expansion, and explains its unique business model. Logoplaste allows intstructors to: explore how deepening strategies create value globally and justify global expansion, evaluate the pros and cons of a specific deepening strategy, illustrate how a firm can differentiate its products & evaluate the pros and cons of different growth strategies in a global context.
Keywords: R＆D;
innovation;
strategy;
competitive advantage;
global strategy;
operations strategy;
Global Strategy;
Competition;
Operations;
Strategy;
Manufacturing Industry;
-
Supplement
| HBS Case Collection
|
2012
Intel: Strategic Decisions in Locating a New Assembly and Test Plant (B)
Juan Alcacer and Kerry Herman
In February 2006, Intel has selected the location for its new assembly and test plant. This case discusses why this location was chosen from the list of possibilities introduced in "Intel: Strategic Decisions in Locating a New Assembly and Test Plant (A)."
Keywords: Location choices;
Location strategies;
strategy;
technology;
Geographic Location;
Global Strategy;
Technology;
Technology Industry;
United States;
Viet Nam;
-
Case
| HBS Case Collection
|
2013
(Revised from original 2012 version)
Intel: Strategic Decisions in Locating a New Assembly and Test Plant (A)
Juan Alcacer and Kerry Herman
In mid-2005, Intel is examining its options for where to locate its next assembly and test plant. On its short list of potential sites include locations in China, India, Thailand, and Vietnam. Each country has its own unique benefits and risks related to infrastructure, governance, education, business culture, intellectual property protection, labor markets, experience working with Western firms, and tax breaks and other incentives. Intel's General Manager for Assembly and Test, Brian Krzanich, has to consider all of these factors as well as Intel's criteria for its new facility's location and make his recommendation to the company's board of directors. Which country and location should Intel choose?
Keywords: strategic positioning;
Location choices;
Location strategies;
technology;
Geographic Location;
Global Strategy;
Technology;
Strategy;
Technology Industry;
United States;
China;
India;
Thailand;
Viet Nam;
-
Teaching Note
| HBS Case Collection
|
2013
(Revised from original 2012 version)
The Globalization of the NFL (TN)
Juan Alcacer
-
Teaching Note
| HBS Case Collection
|
2012
HTC Corp. 2012 (TN)
Juan Alcacer
Citation: Alcacer, Juan. " HTC Corp. 2012 (TN)." Harvard Business School Teaching Note 712-502, June 2012.
-
Supplement
| HBS Case Collection
|
2012
Monitor's Opportunities in India (A) and (B) - Spreadsheet Supplement
Juan Alcacer
-
Supplement
| HBS Case Collection
|
2012
Emerging Nokia?
Juan Alcacer
Citation: Alcacer, Juan. " Emerging Nokia?" Harvard Business School Spreadsheet Supplement 712-804, April 2012.
-
Teaching Note
| HBS Case Collection
|
2012
Emerging Nokia? (TN)
Juan Alcacer
Citation: Alcacer, Juan. " Emerging Nokia? (TN)." Harvard Business School Teaching Note 712-461, April 2012.
-
Teaching Note
| HBS Case Collection
|
2012
Monitor's Opportunities in India (TN) (A) and (B)
Juan Alcacer
-
Case
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Vodafone in Japan (A)
Juan Alcacer, Mary Furey and Mayuka Yamazaki
Despite a rough start in the Japanese telecom market, by late 2003, Vodafone seemed to have weathered the storm, largely based on the strength of their mobile phone unit. But was it simply the calm before the storm?
Keywords: Business Subsidiaries;
Global Strategy;
Knowledge Acquisition;
Adaptation;
Diversification;
Expansion;
Telecommunications Industry;
Japan;
Citation: Alcacer, Juan, Mary Furey, and Mayuka Yamazaki. "Vodafone in Japan (A)." Harvard Business School Case 711-464, February 2012. (Revised from original December 2010 version.)
-
Case
| HBS Case Collection
|
2012
(Revised from original 2011 version)
The Globalization of the NFL
Juan Alcacer and Mary Furey
By 2010, the National Football League (NFL) was still having trouble attracting both a global roster and fan base despite systemized attempts at internationalizing since 1989. Why? Was it simply a bad idea to try to export football, a sport that many considered uniquely American? Or was it a good idea that had been poorly executed?
Keywords: Global Strategy;
Sports;
Failure;
Sports Industry;
United States;
Citation: Alcacer, Juan, and Mary Furey. " The Globalization of the NFL." Harvard Business School Case 711-455, October 2012. (Revised from original January 2011 version.)
-
Case
| HBS Case Collection
|
2011
(Revised from original 2011 version)
Nokia: The Burning Platform
Juan Alcacer, Tarun Khanna and Mary Furey
Overview on the state of Nokia since the “Emerging Nokia?” case was written.
Keywords: Business Strategy;
Corporate Strategy;
Competitive Advantage;
Marketing Strategy;
Emerging Markets;
Network Effects;
Telecommunications Industry;
Computer Industry;
Citation: Alcacer, Juan, Tarun Khanna, and Mary Furey. " Nokia: The Burning Platform." Harvard Business School Case 711-514, May 2011. (Revised from original May 2011 version.)
-
Case
| HBS Case Collection
|
2011
(Revised from original 2010 version)
Emerging Nokia?
Juan Alcacer, Tarun Khanna, Mary Furey and Rakeen Mabud
By late 2009, Nokia was grappling with the decision of whether to recover its leading position in the high-profit developed markets, where they were losing market share to the likes of Apple and Samsung, or defend its market leadership in the low-margin, high-volume emerging markets. This case poses the following questions: Should Nokia stay the course, operating in both the developed and emerging markets, or should they forego one for the other? And what would this imply for the types of handsets and services they would need to offer?
Keywords: Innovation and Invention;
Emerging Markets;
Industry Structures;
Competitive Advantage;
Corporate Strategy;
Telecommunications Industry;
Finland;
Citation: Alcacer, Juan, Tarun Khanna, Mary Furey, and Rakeen Mabud. " Emerging Nokia?" Harvard Business School Case 710-429, May 2011. (Revised from original April 2010 version.)
-
Supplement
| HBS Case Collection
|
2011
Vodafone in Japan (C)
Juan Alcacer, Mary Furey and Mayuka Yamazaki
An update to Vodafone cases A and B, describing Softbank's acquisition of Vodafone and its performance in Japan.
Keywords: Acquisition;
Cross-Cultural and Cross-Border Issues;
Knowledge Acquisition;
Performance;
Motivation and Incentives;
Adaptation;
Diversification;
Expansion;
Telecommunications Industry;
Japan;
Citation: Alcacer, Juan, Mary Furey, and Mayuka Yamazaki. "Vodafone in Japan (C)." Harvard Business School Supplement 711-470, January 2011.
-
Case
| HBS Case Collection
|
2013
(Revised from original 2010 version)
Logoplaste: Global Growing Challenges
Juan Alcacer and Anthony John Morrison Leitao
In 2010, Logoplaste, a top 10 manufacturer of rigid plastic containers, was debating a more dramatic expansion strategy as a means to guarantee the company's continued success. The company, which began with a few plants in Portugal in the 1990s, now had 60 plants across five continents and was a valued partner to large multinational consumer goods companies, many of whom were pressuring Logoplaste to expand.
Keywords: Business Growth and Maturation;
Global Range;
Global Strategy;
Partners and Partnerships;
Expansion;
Citation: Alcacer, Juan, and Anthony John Morrison Leitao. " Logoplaste: Global Growing Challenges." Harvard Business School Case 711-411, February 2013. (Revised from original December 2010 version.)
-
Teaching Note
| HBS Case Collection
|
2010
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire? TN
Juan Alcacer and David J. Collis
Teaching Note for 709462 and 709489.
Keywords: Mergers and Acquisitions;
Decision Making;
Entertainment and Recreation Industry;
-
Case
| HBS Case Collection
|
2010
Vodafone Qatar: Building a Telco in the Gulf
Juan Alcacer and Andrew Goodman
Keywords: Telecommunications Industry;
Qatar;
-
Case
| HBS Case Collection
|
2013
(Revised from original 2010 version)
Baltic Beverages Holding: Competing in a Globalizing World (A)
Juan Alcacer, Rasmus Karl Gustaf Molander and Rakeen Mabud
The Finnish brewer Hartwall and the Swedish brewer Pripps had to decide how to react to the rapidly changing European political, economic, and business environment in 1989–1990.
Keywords: Economics;
Globalized Economies and Regions;
Government and Politics;
Competition;
Corporate Strategy;
Food and Beverage Industry;
Finland;
Sweden;
-
Supplement
| HBS Case Collection
|
2013
(Revised from original 2010 version)
Baltic Beverages Holding: Competing in a Globalizing World (B)
Juan Alcacer, Rasmus Karl Gustaf Molander and Rakeen Mabud
In 1991, Hartwall and Pripps made the decision to found Baltic Beverages Holding (BBH) and invest in the former USSR by buying Estonia's biggest brewery, Saku.
Keywords: Mergers and Acquisitions;
Investment;
Globalized Economies and Regions;
Competition;
Corporate Strategy;
Food and Beverage Industry;
Estonia;
Finland;
Sweden;
-
Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire?
Juan Alcacer, David J. Collis and Mary Furey
Soon after Robert Iger took over as CEO of the Walt Disney Company in late 2005, he turned his attention toward Pixar, the animation studio with which Disney had worked since 1991 and was responsible for producing hits such as Toy Story and Finding Nemo. Disney's own animated film business had been in decline since Jeffrey Katzenberg left to establish rival studio Dreamworks and the business relied on revenue from its partnership with Pixar to maintain performance. With the Co- Production Agreement between the two studios coming to a close in 2006, Pixar was looking to negotiate better terms with another distribution partner. Could Disney risk losing them?
Keywords: Mergers and Acquisitions;
Animation Entertainment;
Film Entertainment;
Contracts;
Distribution;
Partners and Partnerships;
Vertical Integration;
Motion Pictures and Video Industry;
-
Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
DreamWorks SKG Inc.: To Distribute or Not to Distribute?
Juan Alcacer, David J. Collis and Mary Furey
Keywords: Film Entertainment;
Distribution;
Strategy;
Motion Pictures and Video Industry;
-
Supplement
| HBS Case Collection
|
2010
(Revised from original 2009 version)
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire? An Update
Juan Alcacer, David J. Collis and Mary Furey
This four-page update to the case, "The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire?" details the Walt Disney Company's acquisition of Pixar, including deal terms, executive appointments, and operating guidelines for the two studios.
Keywords: Mergers and Acquisitions;
Managerial Roles;
Negotiation Deal;
Operations;
Motion Pictures and Video Industry;
-
Case
| HBS Case Collection
|
2008
Monitor's Opportunities in India (B): Grail Research
Juan Alcacer and Jan W. Rivkin
Supplements "Monitor's Opportunities in India (A)" [708-482].
Keywords: Information Industry;
India;
-
Case
| HBS Case Collection
|
2008
Monitor's Opportunities in India (A)
Juan Alcacer and Jan W. Rivkin
The CEO of a strategy consulting firm must decide which of the firm's functions, if any, to move to India. In particular, he wonders whether business research--currently conducted by highly paid consultants in developed countries--can be conducted more efficiently and effectively from an Indian research center.
Keywords: Developing Countries and Economies;
Job Cuts and Outsourcing;
Business Strategy;
Competitive Strategy;
Competitive Advantage;
Consulting Industry;
India;
|
|