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• Case | HBS Case Collection | December 2011 (Revised May 2012)

  Heavy Metal (A): Baosteel Enters Brazil

  What is Baosteel, a top Chinese steelmaker, doing in Brazil? The company is responding to the Chinese government's "go global" policy and to the possible rise in iron ore input costs. But steel mills are complex, capital-intensive projects, and Brazil is an emerging market that poses manifold risks to foreign investors. Vale do Rio Doce, Baosteel's prospective partner, is an iron miner with little experience in steelmaking. Baosteel must evaluate whether it is choosing the right company, and site for its first overseas greenfield investment.

  Keywords: global business; foreign direct investment; China; developing countries; Latin America; industrial development; strategy and execution; analysis; industrial analysis; heavy industry; country analysis; Brazil; economic analysis; natural resources; infrastructure; planning; capacity planning; contingency planning; demand planning; competition; core competencies; corporate strategy; strategic positioning; five forces; bargaining power of suppliers; Globalization; Government and Politics; Policy; Emerging Markets; Foreign Direct Investment; Mining; Steel Industry; Mining Industry; China; Brazil;

  Citation:

  Abrami, Regina M., and Iacob Koch-Weser. "Heavy Metal (A): Baosteel Enters Brazil." Harvard Business School Case 912-411, December 2011. (Revised May 2012.)  View Details

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• Case | HBS Case Collection | April 2010

  Globalization at Komatsu

  Michael Y. Yoshino

  The case captures the challenges Komatsu, the second largest manufacturer of the earth moving equipment faced during the past five decades as it sought to globalize its operations. By 2007, it had become the second largest manufacturer of the earth moving equipment with more than 80% of its sales coming from outside of Japan. It has built a network of plants, distributors and service centers around the world. Senior management is convinced that a major reason for its success is its culture, recently articulated as the Komatsu Way. The central issue in the case is how to transmit and embed it to its far flung operations throughout the world.

  Keywords: Multinational Firms and Management; Distribution Channels; Production; Organizational Culture; Networks; Partners and Partnerships; Manufacturing Industry; Japan;

  Citation:

  Yoshino, Michael Y. "Globalization at Komatsu." Harvard Business School Case 910-415, April 2010.  View Details

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• Case | HBS Case Collection | March 2010

  Transformation of Matsushita Electric Industrial (Abridged)

  Michael Y. Yoshino and Endo Yukihiko

  This is an abridged version of “Transformation of Matsushita Electric Industrial” (A), (B), and (C), HBS cases 905-412, 413, and 414.

  Keywords: Change Management; Corporate Strategy; Leadership; Electronics Industry;

  Citation:

  Yoshino, Michael Y., and Endo Yukihiko. "Transformation of Matsushita Electric Industrial (Abridged)." Harvard Business School Case 910-416, March 2010.  View Details

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