Written Case Study Blockbuster
This case study is to be presented in class, March, 12th, 2014.
TEAM WORK FOR SESSION 7
A naive sahab in India
(case inspired and adapted from “A naïve sahab in India” by Charles A. Rarick, of the Andreas School of Business, Barry University, in Cases and Exercises in International Business, Prentice Hall. )
Read the following case and answer the questions in the document “Bindi_Brake_Company_CaseStudy.pptx” :
It was the opportunity of a lifetime, or so Brian Moseley thought, as he accepted a managing position for Aspen Automotive’s new acquisition in India. Aspen Automotive was a supplier to American automobile manufacturers. The recent acquisition of an Indian brake-pad company, the Bindi Brake Company, was seen as a keen strategic move for the company. Aspen thought it would capitalize on the experience and low costs of production found in the New Dehli operation, and it sent Brian Moseley, an experienced automotive engineer, to India in order to “make the Indians efficient”.
Brian and his family quickly adapted to India. Although many expatriates from developed countries experience overwhelming culture shock, the Moseleys assimilated well into the expatriate community of New Dehli. With the help of personal assistants and children in private schools, the Moseleys could separate themselves from most of the challenges of everyday life in urban India. Brian knew that his job responsibilities were to turn around the newly acquired Indian operation, and that if he did this within two years, he would be promoted and move back to the US. He felt that this assignment could greatly advance his career.
Managers at Aspen’s corporate headquarters felt that the introduction of certain Western managerial practices would be beneficial to Bindi and improve overall efficiency and profitability. Brian was selected to direct organizational change effort because of his past record of accomplishments in the US and abroad. In addition to his successful
TEAM WORK FOR SESSION 7
A naive sahab in India
(case inspired and adapted from “A naïve sahab in India” by Charles A. Rarick, of the Andreas School of Business, Barry University, in Cases and Exercises in International Business, Prentice Hall. )
Read the following case and answer the questions in the document “Bindi_Brake_Company_CaseStudy.pptx” :
It was the opportunity of a lifetime, or so Brian Moseley thought, as he accepted a managing position for Aspen Automotive’s new acquisition in India. Aspen Automotive was a supplier to American automobile manufacturers. The recent acquisition of an Indian brake-pad company, the Bindi Brake Company, was seen as a keen strategic move for the company. Aspen thought it would capitalize on the experience and low costs of production found in the New Dehli operation, and it sent Brian Moseley, an experienced automotive engineer, to India in order to “make the Indians efficient”.
Brian and his family quickly adapted to India. Although many expatriates from developed countries experience overwhelming culture shock, the Moseleys assimilated well into the expatriate community of New Dehli. With the help of personal assistants and children in private schools, the Moseleys could separate themselves from most of the challenges of everyday life in urban India. Brian knew that his job responsibilities were to turn around the newly acquired Indian operation, and that if he did this within two years, he would be promoted and move back to the US. He felt that this assignment could greatly advance his career.
Managers at Aspen’s corporate headquarters felt that the introduction of certain Western managerial practices would be beneficial to Bindi and improve overall efficiency and profitability. Brian was selected to direct organizational change effort because of his past record of accomplishments in the US and abroad. In addition to his successful