Chapter 01 – Globalization
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CLASSROOM DISCUSSION POINT
Ask students to describe how international business has affected them in their day so far.
Ask them about who made the clothes they are wearing, what type of food they ate for
breakfast or lunch (muesli cereal, sushi, Italian-style coffee), what type of cell phone they
have and where it was made, where their car was designed and manufactured, where the
components for their computer were manufactured, and so on. Many students will be
surprised at just how often international business affects their daily lives. Some will
recognize that companies like Nissan have design facilities and manufacturing operations
in the United States, but will be surprised to learn that Sodexho, a cafeteria operator for
many universities, is a French company, or that many supermarket chains have been
acquired by foreign operators (Stop and Shop by the Dutch Ahold, Trader Joe’s by the
German Albrechts). The point to drive home is that our consumption patterns are already
very dependent on international business.
Next, ask students the why aspect of this issue: Why, for example, are so many of our
clothes made outside North America?
Finally, encourage students to think about the integrated world economy versus distinct
national economies by asking about the type of car they own. Drive the discussion toward
a consideration of whether talking about the nationality of a car makes sense. Is a
Mercedes Benz assembled in Alabama with parts produced in Mexico a German car? Is a
Chevrolet assembled in South Korea a Korean car? Volvo is now owned by Geely of
China; Jaguar and Land Rover, which had been part of Ford, are now owned by India’s
Tata Motors; and BMW owns Rolls-Royce. Are there any cars that are truly made in a
single country?
OPENING CASE: Globalization of BMW, Rolls-Royce, and the MINI
Summary
The opening case explores the success of German automaker BMW. The company,
which sells cars, motorcycles, and aircraft engines, has a reputation for streamlined
quality and luxury. Selling about 2.4 million vehicles a year, BMW is a leader in the
global auto market. Much of BMW’s success can be attributed to its emphasis on being
innovative in every part of its business. One example of this is its “product genius” who
helps to ensure that customers are satisfied with their purchase and feel that their money
was well spent. In addition to its BMW brand, the company also owns the British brands,
Rolls-Royce and MINI, allowing it to target different parts of the market. Discussion of
the case can begin with the following questions:
QUESTION 1: Discuss the role of innovation as a key to BMW’s success. How does this
focus help position BMW for the future?