Mabe- Learning to be Multinational-B Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Abstract
The case illustrates the globalizationtechniquesadopted by Mabe to enter into different regions.The company Mabe started its operations by offering the kitchen products to the Mexican market. It started through the joint venture oftwo family owned business. In the later years, the company entered in the electric appliance industry by offering the refrigerators andWashing machines to the local America market, alongwith Russia, Chile and other Central American regions.Over the period oftime, the company continued toincrease its global footprint by adopting the Joint alliance strategy which not only expanded the market share but also offered an easy entry to the different markets.Though the entry into Russian market has not been successful, yet, the management of the Mabe is attempting to enter into the emerging markets like India which has been analyzed as the potential high growth markets for Mabe.
The investigation and market researchconducted by the action team has provided the substantialopportunities for Mabe to enter andexpandeasily, however,there are certain challenges and threatsthatare to be addressed before, in order to sustain the operation in India.The biggest challenge is the availability of energy(Electricity), infrastructure, and distributionchannel. Moreover, the company also has to decide over the option of producing locally the proudest or should develop a supply chain for India too to import the product.Lastly, it has to develop a marketingplan in order to establishthe brandawareness along with the decision for the market entry strategy.
Mabe- Learning to be Multinational-B Harvard Case Solution & Analysis
Keywords: Market Entry strategy, Value chain, emerging markets, India, competitive edge, Joint Alliances

INTRODUCTION
Mabe initiated its business operations by starting as the manufacturer of the kitchen furniture. It started the business by developing ajoint venturebetweentwo family owned businesses.Later it established the joint alliances with the electronic manufacturer and entered into the electricappliance industry. Throughout the operation in Central America, the companyadopted the strategicalliance strategy to tap the opportunity and to compete withthe localcompetitors in the region. This not only increased its global footprint, but also offered an easyaccess to the internationalmarket with minimum government interventions.
The company developed the strategic alliance with the General electric, which opened up the gateway to introduce and manufacture technologically advancedelectric products in the market. Through its global strategy, the company covered Central America, includingChile, while it also entered the Russian markets.Though the entry into Russian market has not been successful as compare to other markets, yet it opened up the gateway for the actionteam of MABE to analyze and identify the growth opportunities in the emerging markets like India. Theaction team neglected the Chinese market due to the political structure and governmental policies. On the other hand, the Indian market greatly offeredthe market attractive factorsto the MABE management.The golden sustainable economy with highly sustainable culture and market dynamics along withincreasing middle class and the disposable income with shifting consumer trends greatly attract the Mabe to introduce the product range in Indian market.
Though, the Indian market depicted substantial market opportunity and synced market behavior, however, it faced the issues of highcorruption, poor infrastructures, energy and power breakdowns and absence of powerstations, alongwiththedependence of the given distribution centers that had been mostly family owned, lacking the adequate facilities and resources to managethe proper distribution for the product.....................

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