In Chapters 8 and 9, we reviewed several types of global expansion strategies a company can undertake when entering new markets. For this assignment, you will read a case study about Starbucks’ expansion into the Indian market (p. 413 in the textbook) and then respond to, and make decisions, based on the following questions:
- What inspired Starbucks to venture in to India? What were some of the company’s early concerns and other obstacles?
- How would you describe Starbucks’ approach to entering India and how Starbucks was influenced by cultural differences to adapt its offerings for the Indian market?
- Why did Starbucks want to enter India through a joint venture? Specifically, what benefits did Starbucks and the Tara Group both gain by partnering with one another? What synergies were present? What conflicts occurred and how were they resolved?
- Now, assume the role of the Director of Starbucks’ Indian strategic planning team. You have been tasked to explore the benefits and challenges of expansion into foreign countries through joint-venture partnerships. Describe the opportunities, benefits, and concerns that Starbucks might face by doing so. Summarize the cultural environment, choose an entry strategy from the text, and describe how you would implement this entry strategy. Make sure you are very detailed in your explanation.
Your should meet the following requirements:
- Be 5-6 pages in length, which does not include the title page, abstract, or required reference page, which is never a part of the content minimum requirements.
- Use APA (7th ed) style guidelines.
- Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles.
Required:
Chapters 8 & 9 in International Management: Culture, Strategy, and Behavior
Chapter 8 PowerPoint slides Chapter 9 PowerPoint Slides – Alternative Formats in International Management: Culture, Strategy, and Behavior
“In-Depth Integrative Case Study 3.1: How Starbucks Convinced Indians to Embrace Coffee” (p. 413) in International Management: Culture, Strategy, and Behavior
Ahsan, M., & van Wyk, J. (2018). Going past entry mode: Examining foreign operation mode changes at the strategic business unit level. Journal of Managerial Issues, 30(1), 28.
Al-Tit, A., Omri, A., & Euchi, J. (2019). Critical success factors of small and medium-sized enterprises in Saudi Arabia: Insights from sustainability perspective. Administrative Sciences, 9(2), 32.
Jiang, F., Ananthram, S., & Li, J. (2018). Global mindset and entry mode decisions: Moderating roles of managers’ decision-making style and managerial experience. Management International Review, 58(3), 413-447.
