born agqin globals presentation

8/6/2019 Born Agqin Globals Presentation

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INTERNATIONAL STRATEGIC MANAGEMENT :

A COMPARATIVE STUDY

BETWEEN THE STRATEGIC

FACTORS THAT DETERMINE

THE EVOLUTION OF BORN-

GLOBAL VS. BORN-AGAIN

GLOBAL FIRMS

Group 5

Menno de Jong

Richard Chérence

Sander van Casteren



Research Question

What are the strategic factors that

determine the rapid internationalizationof born global firms, and to what extentdo they apply to born-again global firms ?



Methodology



Literature review on born-global firms

what is a born global firm?



Literature review on born-again global firms

domestic focus for many years

then, internationalize very quickly

this

domestic history

distinguishes the born-againglobals from the born globals

Bell e.a. (2001) analysed the ¶born-again· firms (age,

size, international experience, export ratio)

demographic profiles were essentially similar to those

of the born globals (excepted being older firms)



Case study : analysis of Biocon

India·s leading biotechnology enterprise

development of biopharmaceuticals (diabetes, cardiology«)

founded in 1978 in Bangalore

Chairman : Kiran Mazumdar-Shaw

3000 employees in 2008

2006 revenues : ½120 million

1st in Asia, 20th globally

partners and customers in over 50 countries

Main facts




1978 : small enzyme-extraction business 1994 : Syngene (subcontracting projects of research in early drugdiscovery)

1998 : Biocon became independent

2000 : Clinigene (subcontracting clinical trials)

2004 : public offering

2006y acquisition of Nobex (300 patents, oral insulin)

y agreement with Bayer in China

y partnership with Innate (Sweden)

2007

y sale of its enzymes divisiony Neopharma (Abu Dhabi) JV

y Research with an Australian university

y partnershipswith Bristol-Myers-Squibb and Abraxis BioScience

2008y acquisition of 70% of AxiCorp (Germany) 1st foot in Europe

2009·s objective : USA, West Asia

History




most influential person in biotechnology outside the USA

and Europe (´biotech queenµ)

real visionary, strategist, entrepreneur, risk-taker,

pioneer spirit, leader, charismatic, socially engaged,

courageous, persistent

ability to build networks

respectful leadership style

rewarded by prestigious international awards and prizes

key role in making Bangalore a ¶Biotech Hub·

India·s richest woman

Biocon·s chairman : Mazumdar Kiran-Shaw




entrepreneurial orientation

ability to build and use local and international networks

globalization (financial globalization, means of

transportation, communication and IT)

industry wherein the firm operates (biotech)

the value built over the years (´war chestµ)

the experience gained over the years

Factors of Bicon·s rapid internationalization



Results

4 strategic factors are the same :

y entrepreneurial orientation

y network

y globalization

y industry wherein the firm operates

But Biocon has two other strategic factors :

y the value built over the years (´war chestµ)

y the experience gained over the years

same factors, excepted the fact that Biocon existed for a

longer time, so it has more money and experience

Things were facilitated for Biocon and many mistakes were

probably avoided thanks to its experience



Discussion / Conclusion

provides managers the strategic factors needed to manage a rapid internationalization

provides theory that the strategic factors of the BG are also

applying for the BAG. The fact that the firm has been domestically

existing for years is in itself a strategic factor (experience and ´war

chestµ) case study based on one firm, Biocon

results are not generalizable

other studies are needed with further developments

testing the theory by replicating the research in other companies

may strengthen the results.

the term ´born-again globalµ seems to be accurate



Questions

born agqin globals presentation

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