Core Disciplines: BRIC (Brazil, Russia, India, China); Cross-Border Activities; Developed Markets / Advanced Economies; IB Theory & Tools; International Business; Multinational Enterprises (MNEs); Newly Industrialized Countries; Strategy & Management
DESCRIPTION: The Chery Automobile case focuses on the Chinese company, which, in 2007, was the fourth largest automotive company in China. Chery was growing at enormous speed, and was already exporting to over 50 countries, primarily in the Middle East and Eastern Europe. Chery was determined to enter the coveted U.S. and Western European markets, and in 2007 it struck a strategic alliance with the struggling U.S.-based Chrysler Company.
The case explores the barriers that Chery was facing trying to enter these markets and asks students to evaluate if the strategic alliance was the best strategy for it to eventually establish itself independently in the mature and discerning U.S. and European markets.
TEACHING POINTS: After discussing this case study, students will be able to: describe appropriate business terms and principles approriate to this case, apply critical concepts from earlier learning to define a solution to the case, successfully articulate data and information in support of the solution proposed, critically analyze and discuss other responses and solutions to the case, draw lessons from the case analysis, generalize the learnings of this case to other business challenges and decisions in organizations other than the one analyzed in this case study, demonstrate leadership and scholarship in analysis.
Secondary Tags: Consumer Products; Culture; Globalization; Manufacturing
Sales Rank: #25
There are no items related to this product at this time