TY - JOUR
T1 - From Asia to Africa
T2 - the international expansion of Hon Chuan enterprise
AU - Chen, Caleb Huanyong
AU - Chan, Allan K.K.
N1 - Funding Information:
Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision-making. The authors may have disguised names; financial and other recognizable information to protect confidentiality.
PY - 2018/3/26
Y1 - 2018/3/26
N2 - Subject area: International Expansion; Emerging Markets; Corporate Strategy; Strategic Management. Study level/applicability: Senior undergraduate; MBA; EMBA. Case overview: This case focuses on the international expansion of Hon Chuan Enterprise, a beverage packaging and filling company headquartered in Taiwan. The company has set foot in Africa after its development in mainland China and Southeast Asia. Its 41st factory has just started production in Mozambique, Africa. The African base may help the company reach the turnover milestone of NT$20bn (approximately US$640m) in the next year. This NT$20bn turnover has been a target every year since 2013, but they have so far failed to reach it. As an original equipment manufacturer (OEM) in beverage packaging and filling, Hon Chuan to some extent relies on customers that own brands. After losing a key customer in mainland China, the company has experienced a three-year slump that forced the company’s president, Hish-Chung Tsao, to modify his strategy. Africa was the new battlefield bearing his ambition. His intention was not just to add another manufacturing base, but to develop its own beverage brands as an OBM. Yet, how could this be achieved in Africa? It would be a new journey full of challenges. Africa was more complex than other markets. The company’s first factory there had just been established, and its future was still unknown. Expected learning outcomes: This case is appropriate for courses in international business, emerging markets, corporate strategy and marketing management. After studying the case, students should be able to understand international expansion of a manufacturing company in emerging markets; understand several key emerging markets of the world and learn what CAGE distances are; identify Hon Chuan’s success factors, challenges and necessary capabilities for future development and then comprehend why it is important to upgrade from OEM to OBM; and learn how to develop beverage brands in emerging markets. Supplementary materials: Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code: CSS 5: International Business.
AB - Subject area: International Expansion; Emerging Markets; Corporate Strategy; Strategic Management. Study level/applicability: Senior undergraduate; MBA; EMBA. Case overview: This case focuses on the international expansion of Hon Chuan Enterprise, a beverage packaging and filling company headquartered in Taiwan. The company has set foot in Africa after its development in mainland China and Southeast Asia. Its 41st factory has just started production in Mozambique, Africa. The African base may help the company reach the turnover milestone of NT$20bn (approximately US$640m) in the next year. This NT$20bn turnover has been a target every year since 2013, but they have so far failed to reach it. As an original equipment manufacturer (OEM) in beverage packaging and filling, Hon Chuan to some extent relies on customers that own brands. After losing a key customer in mainland China, the company has experienced a three-year slump that forced the company’s president, Hish-Chung Tsao, to modify his strategy. Africa was the new battlefield bearing his ambition. His intention was not just to add another manufacturing base, but to develop its own beverage brands as an OBM. Yet, how could this be achieved in Africa? It would be a new journey full of challenges. Africa was more complex than other markets. The company’s first factory there had just been established, and its future was still unknown. Expected learning outcomes: This case is appropriate for courses in international business, emerging markets, corporate strategy and marketing management. After studying the case, students should be able to understand international expansion of a manufacturing company in emerging markets; understand several key emerging markets of the world and learn what CAGE distances are; identify Hon Chuan’s success factors, challenges and necessary capabilities for future development and then comprehend why it is important to upgrade from OEM to OBM; and learn how to develop beverage brands in emerging markets. Supplementary materials: Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code: CSS 5: International Business.
KW - Corporate strategy
KW - Diversification
KW - International market entry
KW - Joint ventures/strategic alliances
UR - http://www.scopus.com/inward/record.url?scp=85080980035&partnerID=8YFLogxK
U2 - 10.1108/EEMCS-06-2017-0145
DO - 10.1108/EEMCS-06-2017-0145
M3 - Journal article
AN - SCOPUS:85080980035
SN - 2045-0621
VL - 8
SP - 1
EP - 33
JO - Emerald Emerging Markets Case Studies
JF - Emerald Emerging Markets Case Studies
IS - 1
ER -