Publications
Publications
- January 1985 (Revised March 2003)
- HBS Case Collection
Conex do Brasil
By: Christopher A. Bartlett and John Young
Abstract
Describes interactions between Brazilian local, Latin American regional, and USA headquarters staff during the three years after establishing a manufacturing subsidiary in Sao Paulo. In a highly protected national environment, a market entry plan is developed to meet the company's global strategic objectives. The case traces the activities of local, regional, and corporate managers as they establish the operations and try to build a business. Tension emerges between headquarters and the Brazilian subsidiary as results fail to materialize, and the case trigger issue focuses on the changes necessary after the dismissal of the second country subsidiary manager in three years.
Keywords
Cross-Cultural and Cross-Border Issues; Resignation and Termination; Goals and Objectives; Market Entry and Exit; Operations; Performance Expectations; Opportunities; Corporate Strategy; Latin America; United States; Brazil
Citation
Bartlett, Christopher A., and John Young. "Conex do Brasil." Harvard Business School Case 385-257, January 1985. (Revised March 2003.)