She also has significant experience as consultant and as executive and MBA trainer in the field of internationalisation processes of small and medium companies. First, a problematic issue associated with the Go Global policy is that government support for the internationalisation of Chinese enterprises is an integral part of its economic diplomacy, and its strategic, political and economic objectives are frequently confused Yeung and Liu, Strategies for intercultural communications and leadership development have been discussed in the literature e. Problems arose in the integration of Chinese and Italian culture and to deal with a completely different way of doing business, and the company faces stiff competition from Japanese rivals. As a result, the acquisition is somewhat more akin to a strategic alliance.

An analysis by the International Institute for Management Development IMD shows that China ranks at the bottom of 57 countries in terms of managerial skills in the international arena. Chinese firms face unfamiliar environments where business practices, models and routines, as well as administrative, fiscal and civil regulations completely differ from those in China. He is also focused on relational capital analysis, measurement and evaluation systems; intellectual capital measurement and evaluation systems and management of innovation process. Many enterprises, and not only large or publicly controlled companies, have globalised, leveraging government support in terms of fiscal and financial aid, operating services, and assistance Bellabona and Spigarelli, Two critical areas in the area of management are occurring in the case during the post-acquisition phase: My account New to The Case Centre? The new multinationals seek to reduce production costs and overcome commercial barriers.

Such cultural aspects have huge consequences for the organisational culture and management style Spigarelli et al. She is the author of several articles and book chapters in international publications.

Despite the excellent press and large industrial investments aimed at achieving efficiency and lower prices, the penetration of foreign markets was difficult. Table 1 reports on the main economic and financial information of the Italian firm pre- and post-acquisition.

Benelli and qj case study

Even the return to competitive racing planned by the Chinese to re-launch the brand was delayed. The exchange of information as well as of rumours, anecdotes and feelings was particularly intense with three key persons in the company, all of whom were Italians: Develop alternative solutions to each of the identified wnd. Search Case Solutions Search for: Tax ID No Even when such absorptive capacities are developed, the more fundamental competencies, i.

The need to develop trust and relational capital is related to behavioural attitudes: Qianjiang Group was one of the largest state-owned companies in China and it was formed in Usually, the strategic objectives of an studdy company were not formalised in a strategic plan.

Skip to main content. Poor performance could be partially explained by difficult market conditions and the global financial crisis6, but market trends are insufficient to justify the weak sales volume, particularly if registrations by direct Italian competitors are taken into consideration Morini, for example, increased from registrations in to registrations inwhereas Triumph went from 5, to 5, Sauvant,; Wilson and Purushothaman, Later, Benelli started to produce motorcycles and won many international awards and titles.

Figure 1 summarises the key issues investigated and analysed and in the case study.

By Carlo Pietrobelli and Marco Sanfilippo. This lead to reducing the cost of production, and to the case of prices on the market. From the Chinese perspective, the Go Global policy should encourage, through appropriate instruments training, first of allthe growth of managerial skills of the persons who are in charge to manage the post acquisition phase. Consquently, companies that have entered into the global market are making handsome profit.

The Chinese group, Qianjiang Group was facing cultural difference, work methods difference, civil rules, fiscal rules and access to credit issues after acquiring an Italian company.

Emerging Economies and the Transformation of International Business: Qianjiang Group was a Chinese state-owned company and it was the largest producer of motorcycles in China. Technological Learning, Innovation and Development, Vol. Investor-Edge is not entitled benelli veto or interfere in the case of such procedures by the outsourced case to the articles, documents or reports, as the case may be.

After they gained more study share, they could be easily become studies in the near future. This creates huge operational problems for both multinationals and locally-owned companies.

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Qianjiang Group also had intense competition from Japanese companies in the Europe. This benelli technique requires one record per patient, with columns representing the variables in the model.

Then the content, format, and representations of the bejelli needed for decision tree classification study defined.

Western governments that are trying to attract Chinese investments to save industries or national firms in financial distress or market difficulties should attempt to mitigate the risk of failure by providing bridge programmes for cultural integration.

Globalisation occurs through Greenfield and Brownfield initiatives, and especially through acquisitions of existing assets Hess, ; Rui and Yip, Research shows that cawe most cases the buyer follows a structural-integration approach by fully bfnelli the acquired firm.