read the case and answer the quetion
Case: An International Strategy Powers ABB’s Future
ABB, headquartered in Zurich, Switzerland, is a major
competitor in the power and automation technologies
industries across the major markets globally. It has 140,000
employees operating in almost 100 countries. In fact, it has
five major businesses—power products, power systems,
discrete automation, low voltage products, and process automation. It operates in eight major regions: (1) Northern
Europe, (2) Central Europe, (3) the Mediterranean,
(4) North America, (5) South America, (6) India, the
Middle East, and Africa, (7) North Asia, and (8) South Asia.
Over time, ABB has been a successful company using its
geographic diversification across the globe to its advantage.
It also exemplifies the difficulty of managing an
international strategy and operations. For example, its
power systems business has experienced performance
problems in recent years due to poor performance in
some countries due primarily to the economy downturn.
Notwithstanding the difficulty of managing in emerging
economies, much of its growth is focused on improving
country infrastructure such as power systems and grids.
In 2014, the firm announced that the Asia, Middle East,
and Africa (AMEA) region currently contributes about
37 percent of ABB’s total revenue, or about $15.3 billion,
and “emerging markets were planned to contribute to
two-thirds of the forecast growth between 2015 and 2020.”
In recent years, most of ABB’s entries to new mar-
kets and expansions in existing markets have come
from acquisitions of existing businesses in those mar-
kets. Recently, it acquired Siemens’ solar energy busi-
ness, Power-One, and U.S.-based Los Gatos Research,
a manufacturer of gas analyzers used in environmental
monitoring and research. The purchase of Power-One
represents a major risk as the solar power industry is in
a downturn. Yet some analysts predict a brighter future
for the industry over the long term. ABB also uses other
modes of entry and expansion, exemplified by the 2013
joint venture with China’s Jiangsu Jinke Smart Electric
Company to design, manufacture, and provide follow-up
service on high voltage instrument transformers. It also
recently procured major contracts for business in Brazil
and South Africa.
Partly due to the global economic recession that
began in 2008, recent weak economic performance, and
some poor expansion decisions, ABB’s performance has been weaker than expected. As a result, the CEO and
chief technology officer announced their resignations
in 2013. Despite these changes, ABB is a highly respected
global brand, and, after its recent changes (e.g., closing
some country operations), its revenues and earnings
have started to rise. These positive changes have been
largely attributed to the success of its North American
businesses. Its acquisitions of Baldor (maker of industrial motors) in 2010 and Thomas & Betts in 2012 greatly
enhanced its North American operations and revenues.
It has also had success in manufacturing equipment
and robots with its robotics business headquartered in
the United States. It is even moving to help small com-
panies, such as ones in the beer industry, to automate
their production processes. Therefore, even in turbulent
times, ABB’s future looks bright.
question:
1.
What are the main political and economic risks that ABB must deal with given that it has a strong focus on entering emerging economies?
2.
What are the significant organizational complexities that ABB encounters as it tries to manage its international strategy?
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