Configuring Firms for International Business

Case Study: Configuring Firms for International Business
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Executive Summary
Lundberg Korea confronts a strategic standstill, navigating the regional cohesion and local autonomy's intricate intersection, specifically in the launching Lexapro scenario. The complexities revolve around the divergence of approaches portrayed between Asif Rajar, the region manager championing a worldwide cohesive approach, and Jin-Ho Jun, the local manager pushing for revenue-centric strategies (Beamish & Roberts, 2010). The first option emphasizes "Local Autonomy Empowerment," emphasizing a dispersed approach that allows the alignment of local market dynamics with tailored approaches. On the other hand, the other alternative emphasizes "Strict Adherence to Global Strategy," emphasizing uniformity and consistency across markets, thus relating to Lundbeck's overarching corporate approach.
Problem Statement
The fundamental problem entails the conflicting approaches in Lundbeck Korea, mainly Lexapro's launch. Jun emphasizes Korea's revenue increment, pushing for a delayed Lexapro's introduction after establishing brand awareness in partnership with Cipram. Rajar, the regional manager, on the other hand, proposes worldwide alignment while focusing on the early Lexapro launch (Beamish & Roberts, 2010).
Analysis
Lundbeck Korea's primary concern is based on the strategic perspectives and class of cultural aspects between Asif Rajar and Jin-Ho Jun. One primary