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Chapter 11/Chapter-5 Globalization and Society Case 1: Ecomagination and the Global Greening of GE Case Start: 15 th Ed: Page 443, 16 th Ed: Page 528 Case Question: 15 th Ed: Page 446, 16 th Ed: Page 536 5-1: What are the major challenges GE faces in adopting a green strategy while keeping all of its stakeholders happy? 5-2: From the standpoint of environmental impact, do you think it’s more important for GE to reduce its carbon footprint or to develop products that fit their Ecomagination strategy of being energy efficient? Case 2: Anglo American PLC in South Africa: What Do You Do When Costs Reach Epidemic Proportions? Case Start: 15 th Ed: Page 468, 16 th Ed: Page 597 Case Question: 15 th Ed: Page 471, 16 th Ed: Page 607 5-3: Because such a large percentage of its workforce consists of migrant workers who are more likely to acquire and spread HIV/AIDS, should Anglo adopt the policy of not hiring migrant workers? Should the South African government close the doors to migrant workers? 5-4: What role do pharmaceutical companies play in responding to the HIV/AIDS epidemic in South Africa? Given that HIV/AIDS drugs can be exported from India at a lower cost than from the pharmaceutical companies themselves, should Anglo just import the drugs to be used for their employees? 5-5: Who are the various stakeholders that Anglo-American needs to consider as it adopts an effective HIV/AIDS strategy? 5-6: What are the pros and cons of Anglo’s adoption of an aggressive strategy in combating HIV/AIDS among its South African workforce? What recommendations would you give the company concerning its HIV/AIDS policy? Chapter-12 The Strategy of International Business

Case 3: 15 th Ed. Zara’s Strategy for Value Creation in the Global Apparel Industry 16 th Ed. Zara’s Disruptive Vision: Data-Driven Fast-Fashion Case Start: 15 th Ed: Page 477, 16 th Ed: Page 1194 Case Question: 15 th Ed: Page 482, 16 th Ed: Page 1206 12-1: Zara believes that finding store managers capable of effectively running its retail properties is the primary constraint on its global expansion. What skills do you think Zara seeks in its ideal candidates? Why would they be difficult to find? 12-2. From the beginning, Zara’s business model differed from the norm. Today its strategy depends on managing the connections between its various activities, notably design, sourcing production, logistics, and store operations. What do Zara’s managers, working out of “The Cube,” see as the most effective way to manage the relationships among these activities? 12-1: Which element of Zara’s strategy do you believe best explains its success? 12-2: Assess the difficulty a competitor, such as Gap, faces trying to re-create the resources, capabilities, and core competencies that define Zara. Chapter-13 Country Evaluation and Selection Case 4: Burger King Case Start: 15 th Ed: Page 527, 16 th Ed: Page 1347 Case Question: 15 th Ed: Page 530, 16 th Ed: Page 1355 13-1: Discuss the risks that an international restaurant company such as Burger King would have by operating abroad rather than just domestically. 13-2: How has Burger King’s headquarters location influenced its international expansion? Has this location strengthened or weakened its global competitive position? Chapter-14 Export and Import Case 5: SpinCent: The Decision to Export Case Start: 15 th Ed: Page 563, 16 th Ed: Page 1449 Case Question: 15 th Ed: Page 565, 16 th Ed: Page 1457

14-1. List the three challenges that SpinCent overcame in developing its export activity. Describe and evaluate the processes it followed to overcome each challenge. 14-1: Analyze two challenges that SpinCent overcame in developing its export activity. Describe how it overcame them. 14-2: Based on its Asian experiences, map a sequence to guide SpinCent’s export expansion to sub-Saharan Africa. Chapter-15 Direct Investment and Collaborative Strategies Case 6: Meliá Hotels International Case Start: 15 th Ed: Page 613, 16 th Ed: Page 1589 Case Question: 15 th Ed: Page 618, 16 th Ed: Page 1602 15-1: After reading the chapter, explain the advantages for Meliá to own its hotels versus managing them for other organizations. 15-2: After reading the chapter, discuss the advantages and risks for Meliá in its non-equity joint venture with Jin Jiang. Case 7: The oneworld Airline Alliance Case Start: 15 th Ed: Page 643, 16 th Ed: Page 1681 Case Question: 15 th Ed: Page 648, 16 th Ed: Page 1694 15-3: Companies within the oneworld, Star, and Sky Team alliances have also engaged in major mergers and acquisitions (M&A): American and US Air (oneworld), Delta and Northwest (Sky Team), and Continental and United (Star). What are the advantages and disadvantages of M&A versus non-equity alliances in this industry? 15-4: Some airlines, such as Southwest, have survived as niche players without extensive international connections. Can they continue this strategy? 15-5: Why should an airline not be able to establish service anywhere in the world simply by demonstrating that it can and will comply with the local labor and business laws of the host country?

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15-6: The U.S. law limiting foreign ownership of U.S. airlines to no more than 25 percent of voting shares was enacted in 1938. Is this law an anachronism, or are there valid reasons for having it today? 15-7: Many airlines have sometimes been no more than marginally profitable. Is this such a vital industry that governments should intervene to guarantee survival? If so, how? 15-7. What will be the consequences if a few large airlines or networks dominate global air service? 15-9. What methods could JAL and AA use to divide revenue and expenses on code-shared routes?

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