Internationalisation (Case: Cummins)
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Case Study analysis conducted at University of Strathclyde as a part of a module. Case company: Cummins.
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Engine Leasing, Trading & Finance Europe Conference 2011
Internationalisation (Case: Cummins)
- 1. Taming the Dragon - Cummins in China 23rd December 2010 Team Members: Abhishek Sarkar Christina Lyropoulou Tushar Kaul Vishal Gholap
- 2. Agenda Cummins - Introduction Changes in risks faced by the company Considerable alternatives Role of the new Vice President EA - ABO
- 3. Cummins - Introduction Indiana Based American Engine manufacturer Entered China in 1979 Cummins’ Operations Automotive Non-Automotive Industrial Segment Segment Segment - Assortment of -engines for -engines for power OEMs in trucks, buses, etc generators defence, mining, etc.
- 4. Changes in risks Risks after Licensing (1979) Risks after Joint Venture (1993) Loss of Intellectual Property Risk in absorbing human capital and asset maintenance Government’s anti – foreign Financial exposure with DCEC exchange outflow Increased competition from local Restrictions on majority holding suppliers and distribution of auto parts Direct investment and Management conflict management required Cummins’ technical standards not Intensive Management required maintained Entry of big players Inventory management methods No effective partner Economic Downturn
- 5. Considerable alternatives Exporting Wholly Owned Subsidiary/Acquisition Why: Low Capital investment; Improve experience curve Why: Full management control;Secured Technical Why not: China-not an open knowledge;Pre-established market market; Understanding dynamics of presence Chinese market Why not: Huge capital risks Licensing Joint Venture 1979 1993 After 1993 Joint Venture Why: Partial control over the Chinese operations; Benefits from local partners Why not: Sharing profits; Insufficient market knowledge; Capital investment
- 6. Role of the new Vice President EA - ABO -Incorporate Cummins processes -Aware of Chinese culture and Look for.. internalise it -Shape the long term direction -Reduce Expenditure Targets -Create Local opportunities -Link to functional heads