Mabe - Learning to Be a Multinational

MABE: Learning to Be a Multinational

Table of Contents

1. Problem Identification…………………………………………………..…2

1. Key Issue……..………………………………………………………………...…2

1. Situation Analysis………………………………………………………..…2

1. External Analysis……...…………………………………………………………2

1. PESTEL………….……………………………………………………...….……2
2. Industry………….………………………………………………………….……3
3. Porter’s 5 Forces…..……….……………………………………………………3
4. Diamond Model……………………………………………………………….…4
5. 1-2-3 Model………………………………………………………………………4
6. CAGE Framework…………………………………………………………....…5

1. Internal Analysis………………...…………………………………….…………5

1. VRINE……………….………………………………………………..…………5
2. Value Chain…………..…………………………………………………………6
3. Financial………………..……………………………………………..…………6

1. Alternatives & Recommendation…………………………………….……7

1. Alternatives………..………………………………………………………..……….……7
2. Recommendation………...…………………………………………...….…….………....7
3. Implementation………………………………………...………………………………...8
4. Contingency Planning……………………………………………………………………8

1. Appendices………………………………………………………….………9

1. Appendix A: VRINE Table…………………………………………………......……….9
2. Appendix B: Decision Matrix…………………………………………....…….…..……9
3. Appendix C: Gantt chart……………………………………………………………….10
4. Appendix D: Financials………………………………………………………………...11

Problem Identification

Founded by the Mabardi and Berrondo families in 1946, MABE is a private Mexican appliance manufacturing company. The firm has evolved drastically after selling nearly half of their shares to a multinational company. The industrialist gained reputation and connections for their company aided them to dominate the Latin American markets by the practice of joint venture. Prior to the recession in 2008, they joint ventured with a Spanish company hoping to enter the Russian market but failed on the process. The vice president of MABE, Ramiro Perez was highly concerned about the situation and faced a dilemma, fearing for the future of the company.