In January 1992 two European companies (one German, one Spanish) are prepared to sign two "mirror" distribution contracts, through which the German designates the Spaniard as non-exclusive distributor of its products in Spain and France, whilst in the other contract the Spaniard designates the German as non-exclusive distributor of its products in Germany. Both companies manufacture lamps with contemporary designs, and their respective ranges and...

As a result of recent changes in the global socio-economic environment and technological advances, managers of many large firms see an opportunity for increased integration and coordination of their businesses. This phenomenon is called globalization and is the topic of this paper. The latest theories and ideas relating to the globalization of business are discussed and applied through a comparison of four corporations that operate on a worldwide...

1) which planning and ordering activities should be performed by Bose and which can be performed by vendors, 2) how much access vendors should have to Bose computer systems and facilities, and 3) how to adapt vendor relations as the company grows or as markets change. Students are asked to consider both the buyer's and the vendor's perspective on the buyer-seller relationship.

The case describes the competitive position and strategy of the Spanish telecommunication service provider. Initially, the company had a monopoly and operated in the Spanish market. Due to technological innovation and the re-regulation of the sector in many countries, the competitive environment of the industry has changed fundamentally. This has led to more competition and the emergence of multinational companies. Also, a proliferation of strate...

This case recounts the history of Telefonica up until July 1996. Important developments since the first case include changes in the competitive environment due to new regulations at global and European level. In addition, Telefonica, SA is affected by changes in the Spanish government. The case describes how the changes affect Telefonica's businesses. It also informs about the final decision regarding the selection of a strategic alliance partner...

On October 14, 1999, some of Freixenet's top executives met to try to decide how to focus the expansion in new markets. All of them had several years of service in the company and were witnesses to, and even "guilty parties" in some cases, of the company's successful international career. They decided that their best option was to briefly review what had already been achieved to help them decide what would be the best expansion plan.