Blue Ridge Spain
Overall comments: need to tie narrative to terms/concepts from the book.
Should stratify comments into uncontrollable and controllable forces. (like Todd did)
Although Blue Ridge Restaurants had success with expansion and joint ventures in Australia, the UK, France, Italy, Brazil and Hong Kong through 1987, many differing factors were at play when Yannis Costas evaluated the market and strategy for the Spain in the 1ate 1990s. Factors described by D. A. Ball, et al, 1, considered relevant in a country screening and assessing market expansion, especially the xx screen, political and legal and the fourth screen, socio-cultural, were not favorable for an aggressive expansion in Spain.
The key issues in the Delta Foods expansion in Spain are:
Probe deeper on these questions: 1. What are the expertise strengths and unique resources that each partner brought to the joint venture? 2. Why does or doesn’t Blue Ridge need a joint venture in Spain? 3. Why does or doesn't Terralumen need a partner to develop such a business in Spain?
Environment for joint venture
* Peculiarities for doing business in Spain-failure to use value chain analysis
What was the competitive cost position at the end of the value chain? * Terralumen is a package good company looking for restaurant partner * Market demand-package foods industry and non-tapas menu items popular with working professionals in urban areas only * Pressing Spaniards on American goals * Spanish economic trials of 1998-2004 * Lack of implementation plan-see keys to resource deployment
Impedances: Socio-Cultural
* Fear of being exploited * Explain uncertainty avoidance and masculinity/femininity concepts for Terralumen and BR/Delta
Cultural differences, as related to doing business, come into play here in the Blue Ridge case Study. Significant cross cultural conflicts between parent companies of different nationalities paved the way for the dissolution of
Should stratify comments into uncontrollable and controllable forces. (like Todd did)
Although Blue Ridge Restaurants had success with expansion and joint ventures in Australia, the UK, France, Italy, Brazil and Hong Kong through 1987, many differing factors were at play when Yannis Costas evaluated the market and strategy for the Spain in the 1ate 1990s. Factors described by D. A. Ball, et al, 1, considered relevant in a country screening and assessing market expansion, especially the xx screen, political and legal and the fourth screen, socio-cultural, were not favorable for an aggressive expansion in Spain.
The key issues in the Delta Foods expansion in Spain are:
Probe deeper on these questions: 1. What are the expertise strengths and unique resources that each partner brought to the joint venture? 2. Why does or doesn’t Blue Ridge need a joint venture in Spain? 3. Why does or doesn't Terralumen need a partner to develop such a business in Spain?
Environment for joint venture
* Peculiarities for doing business in Spain-failure to use value chain analysis
What was the competitive cost position at the end of the value chain? * Terralumen is a package good company looking for restaurant partner * Market demand-package foods industry and non-tapas menu items popular with working professionals in urban areas only * Pressing Spaniards on American goals * Spanish economic trials of 1998-2004 * Lack of implementation plan-see keys to resource deployment
Impedances: Socio-Cultural
* Fear of being exploited * Explain uncertainty avoidance and masculinity/femininity concepts for Terralumen and BR/Delta
Cultural differences, as related to doing business, come into play here in the Blue Ridge case Study. Significant cross cultural conflicts between parent companies of different nationalities paved the way for the dissolution of