• Aug 05, 2012

    The recent decision of India’s parliament to allow 100 percent foreign ownership of companies in India is big news to many multinationals that have been dying to get in on the action in the world’s second most populous market, and the massive Coca-Cola Company is no exception. Indeed, with a full re-entry to the country it abandoned in the late 1970s, there’s essentially no corner of the world that will now be without the seemingly ubiquitous white-on-red script of the most successful soft drink in history. But one other major region has given Coke headaches since at least the early 1960s, and going there today one might be hard pressed to find the classic can for sale. Indeed, Coca-Cola has faced a number of challenges in the Middle East, but learning how to turn them into opportunities there could teach the soft drink giant some important lessons it will need for success in India.

    Issues with Israel

  • Aug 05, 2012

    A corporate strategy article by Thunderbird students  Amanda Bhatia, David Freeman, David Wilson, Geoffrey Christanday, Jennifer Mousseau and Matthew Larson

    As China’s economy develops, so do the prospective opportunities for foreign firms eager to sell their goods and services to these new Chinese customers.  However, many multinational corporations have already tried and failed – and yet – what makes these MNC’s keep coming back?

  • Aug 05, 2012
    Best Buy

    A corporate strategy article by Thunderbird students Ahmed, Farrow, Goosen, Jones, Kortgard and Turra

    Are the days of big box consumer electronics retailers coming to an end, or can Best Buy prove it has what it takes to adapt and compete in a changing global marketplace?

  • Aug 05, 2012
    Anheuser-Busch InBev

    A corporate strategy article by Thunderbird students Andrea Bly, Sangeetha Nagaratnam, Joseph Rosing, David Roudybush and William Todd

    Can, or even should, the global leader in brewing take on the numerous craft beer companies, whose sole focus is on satisfying the unique tastes of their local customers?

    Blame the Carmel Macchiato. Or maybe the Mocha Frappuccino. I am not sure exactly when the tipping point struck, but at some time post-millennium, the U.S. society morphed into an environment where consumers attempt to display individualism through their sophisticated and differentiated purchases. Accordingly, companies were anxious to provide expanded and unique assortment to meet the evolving consumer demand. Starbucks now has 87,000 different combinations of drinks, which dwarfs the 31 flavors of Baskin Robbins that offered significant variety for many generations of Americans. [1]

  • Aug 05, 2012

    As mobile technology has made leaps and bounds, Research in Motion (RIM) maker of the once popular Blackberry mobile phone struggles to survive. Can the company save itself from bankruptcy or is it too late?

    Turned off…
    Thorsten Heins, the new CEO of Research In Motion (RIM) probably cancelled his subscription to the New York Times. One of the United States’ leading daily papers decided to drop its app for BlackBerry after seeing a notable drop off in user traffic on its app. The app will no longer load news stories, essentially turning off. This follows a series of unflattering developments regarding the maker of the once dominant mobile phone brand BlackBerry. Large multinational companies such as Halliburton and Qantas recently decided to no longer use BlackBerry services and have been switching their employees to Apple’s iPhone. The US Government’s procurement agency has also followed suit, starting the switch from BlackBerry to iPhone for all US Government Agencies..(1) (2)

  • Aug 04, 2012

    A corporate strategy article by Thunderbird students Edyette Key, Kara Nguyen, Cole Augustine, Ilan Fehler, Giff Bloom and F. Trevor Rogers

    Economies and industries go through periods of consolidation; from the bust of the .coms, recent restructuring of the banks and even the funneling of the beer industry. In some cases these consolidations aren’t because the biggest player in the market is gobbling up all the little ones, but rather the lean and agile end up with more capital and are able to buy into a controlling position of a much bigger and strapped for cash giant. One such example is the acquisition of miller brewing company by the South African Brewery that has propelled SAB to be one of the top three breweries in the world. The communications industry is no different and many companies seek to enter new markets through acquisition. This article dissects the motivations of Vodafone’s further acquisition of Verizon and its potential to weaken Vodafone’s current global growth momentum.

  • Aug 03, 2012


    To Shave or Not to Shave

    Like most men around the world, Prakash, a thirty-year-old Indian port worker wakes up in the morning facing the unpleasant but necessary task of having to shave. But unlike most men in the developed world, for Prakash shaving means sitting on the floor with a small amount of still water, balancing a hand-held mirror in low light, and experiencing frequent nicks and cuts from his double-edged razor[1].

  • Jun 29, 2012

    Please join the discussion online in our LinkedIn group: Negotiation and the Power of Understanding. This group has been created to facilitate knowledge sharing and discussions on Global Negotiations.

  • Jun 13, 2012


  • Apr 23, 2012

    angola2A research paper by Thunderbird students Christian Lorentzen and Anthony Petrunin

  • Apr 18, 2012

    A corporate marketing article by Thunderbird students Noah Emery, Kate Gillette, Megan Groves, Roger Li, Christian Lorentzen, Ullas Rameshappa and Amanda Roberson

    Executive Summary: In this paper, we will provide an overview of the existing and growing online dating market as it pertains to the United States. Focusing on two brands, (Match) and OkCupid, we will explore options for Interactive Corporation, the holding company for both dating sites, to simultaneously grow the online dating market and increase visibility and profitability of newly acquired OkCupid, a much younger brand. After analysis of product, promotion, placement and pricing as well as segmentation, targeting and positioning of each brand, we recommend the following: a dual-branding strategy that capitalizes on Match’s industry experience in order to grow the market and maximize OkCupid’s potential value.

  • Apr 16, 2012
    China counterfeits

    A corporate strategy article by Thunderbird students David Curtis, Merissa Gordon, Kori Joneson, Emily Mahoney, and Robert Thompson

  • Apr 16, 2012

    A corporate strategy article by Thunderbird students.

    With $100 billion in cash and closing in on the richest market cap in history, many feel that Apple is at the top of its game.[i] Nevertheless, at some point, Apple’s products will reach saturation levels at the high-end of the market in developed countries.  To keep the top spot, Apple will need to direct its growth efforts to emerging markets and find ways to make its products both relevant and widely available to customers outside of its traditional target markets.

  • Apr 16, 2012

    A corporate strategy article by Thunderbird students.

    In 1887, Mr. Asa Candler was faced with a distribution dilemma. [1] The Atlanta druggist had spent $2,500 on a formula for a sweet-tasting drink and was looking for a way to promote the sale of this little-known beverage named Coca-Cola. [2] His solution: handwritten tickets offering customers a free sample. To Mr. Candler’s surprise, the offer was a huge success. So was born the coupon. By 1913, an estimated 11% or roughly 8.5 million Americans had received a free coke. [1] One could argue that Mr. Candler’s invention of the coupon is the reason Coca-Cola started on its path to becoming one of the most iconic global brands - ever.

  • Apr 16, 2012

    A corporate strategy article by Thunderbird students Marquita Blanding, Ankush Brahmavar, Tim Clarke, Jennifer Garcia, Stephanie Sharma and Jason Teague

    With approximately 500 million young adult consumers in India[1] and an affluent growth rate of 13% equaling USD 203 billion,[2] it would appear that Sweden-based IKEA can’t afford to delay its entrance into India any longer. A country that is accustomed to paying a higher price for the niceties that are afforded around the world, India has an educated, innovative, resource-rich base ready to ‘spend.’

  • Apr 16, 2012

    A corporate strategy article by Thunderbird students.

    Tata has their sights on global expansion, but can they replicate their domestic success in advanced markets? Tata’s recent success with Jaguar Land Rover (JLR) certainly is a start. Acquiring JLR during the global economic recession was a big risk for Tata. The acquisition strained Tata’s cash supply and required Tata to raise billions in debt to finance the purchase. Through a series of cost cutting measures, Tata led JLR to recovery which now contributes handsomely to Tata’s healthy profits.  JLR gave Tata direct access to the luxury car market in developed countries like Europe and the U.S.

    In parallel to Tata’s effort in advanced markets, Tata has historically aggressively penetrated markets similar to India, where they are more comfortable and experienced. By focusing its international expansion on countries with markets similar to India, Tata has been able to leverage its market expertise in these emerging markets.

  • Apr 15, 2012

    A corporate strategy article by Thunderbird students Patricia Breceda, Mandukhai Hansen, Nick Mohin, Ajay Mungara, and Aleksey Vlasov

    In May 2010, Ajay Mungara (Thunderbird ’12) was visiting the headquarters of one of the fastest growing companies in the world, Samsung Electronics Corporation (Samsung) in Suwon, South Korea for the first time. As he passed through the high security visitor center, he looked forward to the exciting and challenging opportunity to get to work with the “Jewel[1]” of the Samsung Group. Over the past two years and many more visits, and meetings with Samsung representatives, Ajay has seen Samsungs success to forge full speed ahead, and its brand value rise to #17 on Interbrand’s 100 Best Global Brands of 2011 list.[2]

  • Apr 15, 2012
    medical tourism

    As medical tourism for elective procedures gains momentum, could going global provide a cure for ailing American health institutions? A corporate strategy article by Thunderbird students.

    Like many vibrant, athletic men, retired U.S. Air Force General Steve Dotson has a bum knee. Seventy years old, and an avid skier, Steve is simply not ready to sit in the lodge. Nor does he like the sound of a knee replacement’s long and painful recovery period, even though his insurance policy would cover the cost. Lucky for him there is a third option: travel to the Cayman Islands for a quasi-experimental (and non-FDA approved) stem cell procedure. A sophisticated marketing effort from a Colorado-based group of doctors operating an offshore clinic has convinced Steve that a simple procedure might negate the need for a surgical knee replacement, while accomplishing the same objective of keeping him active. All said, the procedure will cost Steve around $20,000 cash—a cost he believes is worth it if the results are positive. Steve is far from unique.

  • Apr 15, 2012
    China counterfeits

    UPS acquires TNT and the global big four logistics companies are down to the big three. A corporate strategy article by Thunderbird students Jeffrey Karlsson, Lauren Liberto, Gregory Pijal, Hugo Riquelme and Kenneth Wallace

  • Apr 15, 2012

    A corporate strategy article by Thunderbird students Jack Coulter, Rob Pangborn, Matt Richards, Todd Young and Scott Yuska

    China’s aviation market is booming.  Aircraft manufacturers predict China will need 5,000 new airplanes by 2030, catapulting China into the world’s second largest market for commercial aircraft.  With the demand for aircrafts growing in China, The Boeing Company has started keeping the Chinese market in mind when designing new planes.  Features, such as seating arrangement, size, and fuel efficiency, are some of the items the Seattle-based aircraft company is evaluating.

    The world’s largest aerospace company, Boeing is the largest provider of commercial jets to the airline industry.  It makes aircraft that seat from 50 to more than 500 passengers.  Models include the 737, 777, and the 787 Dreamliner.  Currently, Boeing holds almost 60 percent of the Chinese market, while Airbus, a European-based aircraft manufacturer, holds about 40 percent the Chinese market.