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• Case | HBS Case Collection | August 2017

  RoboTech: Storming into the U.S. Market

  Christopher A. Bartlett, Rachel Gordon and John J. Lafkas

  This case describes the challenges facing the CEO of a small, Singapore-based industrial robotics company that decides to diversify away from its core industrial robot business by leveraging its expertise into the medical-devices industry. It launches an innovative product (a specialized surgical robot) in an unfamiliar market segment (spinal surgery) and decides to enter the unfamiliar, distant U.S. healthcare market, which is characterized by rapid technological change and intense competition with large, established competitors. RoboTech's initial struggles with maintaining product supply and customer support are also complicated by regulatory pressures and shifting reimbursement rates. The case illustrates the strategic and organizational pressures that result from facing numerous unanticipated pressures in a company that lacks the resources, capabilities, and management experience to deal with them. Although the case was developed for courses in international management/international business, it is also well suited to courses in strategy, technology management, and general management.

  Keywords: Market Entry and Exit; Diversification; Product Launch; Competitive Strategy; Globalized Firms and Management; Medical Devices and Supplies Industry; Technology Industry; Singapore; United States;

  Citation:

  Bartlett, Christopher A., Rachel Gordon, and John J. Lafkas. "RoboTech: Storming into the U.S. Market." Harvard Business School Brief Case 918-501, August 2017.  View Details

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• Teaching Note | HBS Case Collection | August 2017

  RoboTech: Storming into the U.S. Market (Brief Case)

  Christopher A. Bartlett and John J. Lafkas

  Teaching Note for HBS No. 918-501.

  Citation:

  Bartlett, Christopher A., and John J. Lafkas. "RoboTech: Storming into the U.S. Market (Brief Case)." Harvard Business School Teaching Note 918-502, August 2017.  View Details

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• Case | HBS Case Collection | April 2017

  Yushan Bicycles: Learning to Ride Abroad

  Christopher A. Bartlett and Paul S. Myers

  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.  View Details

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