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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 | 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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• Case | HBS Case Collection | February 2003 (Revised November 2006)

  Silvio Napoli at Schindler India (A)

  Christopher A. Bartlett, Michael Y. Yoshino and Perry Fagan

  A young Italian MBA working for a Swiss multinational is sent to India to establish a subsidiary and implement the strategy he prepared at headquarters as a strategic planner. This case focuses on three core strategic decisions he must make as his plan is challenged by his local Indian management team and Schindler's European plants supplying him. A rewritten version of an earlier case.

  Keywords: Business Subsidiaries; Decisions; Cross-Cultural and Cross-Border Issues; Employees; Management Teams; Strategic Planning; India; Switzerland;

  Citation:

  Bartlett, Christopher A., Michael Y. Yoshino, and Perry Fagan. "Silvio Napoli at Schindler India (A)." Harvard Business School Case 303-086, February 2003. (Revised November 2006.)  View Details

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