De Dietrich: Globalisation of a family business

De Dietrich Process Systems (De Dietrich), a French pharmaceutical processing equipment company, was launched by the De Dietrich family whose business legacy could be traced as far back as 1591. The case discusses Marc-Antoine De Dietrich, chairman of the De Dietrich board, and his team’s challenges...

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Main Authors: TAN, Hwee Hoon, RAO-KACHROO, Mahima
Format: text
Language:English
Published: Institutional Knowledge at Singapore Management University 2024
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Online Access:https://ink.library.smu.edu.sg/cases_coll_all/500
https://cmp-shop.smu.edu.sg/products/de-dietrich-globalisation-of-a-family-business?variant=42003487293482
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spelling sg-smu-ink.cases_coll_all-14942024-09-18T08:34:17Z De Dietrich: Globalisation of a family business TAN, Hwee Hoon RAO-KACHROO, Mahima De Dietrich Process Systems (De Dietrich), a French pharmaceutical processing equipment company, was launched by the De Dietrich family whose business legacy could be traced as far back as 1591. The case discusses Marc-Antoine De Dietrich, chairman of the De Dietrich board, and his team’s challenges as De Dietrich expanded its pharmaceutical processing equipment business in Asia. An essential part of the global healthcare system, the pharmaceutical processing industry comprised private and public entities that processed pharmacological drugs at an industrial scale. Given the delicate and often-corrosive nature of such processes, De Dietrich built and sold pharmaceutical processing equipment that was coated with enamel—a chemical corrosion resistant substance. Demand for De Dietrich’s high quality, enamel-lined equipment grew. Over time, De Dietrich’s clients, the pharmaceutical companies, set up factories in China and India, and De Dietrich followed suit to cater to its clients more easily. Over the years, De Dietrich set up factories in South Korea, Singapore, Japan, China and India. When entering a new country, De Dietrich implemented various country-specific business strategies, with mixed results. Nevertheless, by 2023, the company had 20 subsidiaries around the world, including factories in the US and Asia, with China housing one of its largest industrial facilities. How could the company better navigate the cross-cultural differences in the Asian countries it had a presence in, to guide the its expansion plans? Which strategies could be considered when exploring new markets? The case teaches students about cross-cultural differences when setting up or expanding overseas businesses, and how using the Global Leadership and Organizational Behavior Effectiveness (GLOBE) framework can help assess cultural differences when entering new regions, the various motivations that drive internationalisation, the sources of competitive advantage, and the benefits and pitfalls of various entry strategies. 2024-08-01T07:00:00Z text https://ink.library.smu.edu.sg/cases_coll_all/500 https://cmp-shop.smu.edu.sg/products/de-dietrich-globalisation-of-a-family-business?variant=42003487293482 Case Collection eng Institutional Knowledge at Singapore Management University Business expansion Family businesses product differentiations global strategy growth strategy pharmaceuticals internationalisation Entrepreneurial and Small Business Operations Pharmacy and Pharmaceutical Sciences
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Business expansion
Family businesses
product differentiations
global strategy
growth strategy
pharmaceuticals
internationalisation
Entrepreneurial and Small Business Operations
Pharmacy and Pharmaceutical Sciences
spellingShingle Business expansion
Family businesses
product differentiations
global strategy
growth strategy
pharmaceuticals
internationalisation
Entrepreneurial and Small Business Operations
Pharmacy and Pharmaceutical Sciences
TAN, Hwee Hoon
RAO-KACHROO, Mahima
De Dietrich: Globalisation of a family business
description De Dietrich Process Systems (De Dietrich), a French pharmaceutical processing equipment company, was launched by the De Dietrich family whose business legacy could be traced as far back as 1591. The case discusses Marc-Antoine De Dietrich, chairman of the De Dietrich board, and his team’s challenges as De Dietrich expanded its pharmaceutical processing equipment business in Asia. An essential part of the global healthcare system, the pharmaceutical processing industry comprised private and public entities that processed pharmacological drugs at an industrial scale. Given the delicate and often-corrosive nature of such processes, De Dietrich built and sold pharmaceutical processing equipment that was coated with enamel—a chemical corrosion resistant substance. Demand for De Dietrich’s high quality, enamel-lined equipment grew. Over time, De Dietrich’s clients, the pharmaceutical companies, set up factories in China and India, and De Dietrich followed suit to cater to its clients more easily. Over the years, De Dietrich set up factories in South Korea, Singapore, Japan, China and India. When entering a new country, De Dietrich implemented various country-specific business strategies, with mixed results. Nevertheless, by 2023, the company had 20 subsidiaries around the world, including factories in the US and Asia, with China housing one of its largest industrial facilities. How could the company better navigate the cross-cultural differences in the Asian countries it had a presence in, to guide the its expansion plans? Which strategies could be considered when exploring new markets? The case teaches students about cross-cultural differences when setting up or expanding overseas businesses, and how using the Global Leadership and Organizational Behavior Effectiveness (GLOBE) framework can help assess cultural differences when entering new regions, the various motivations that drive internationalisation, the sources of competitive advantage, and the benefits and pitfalls of various entry strategies.
format text
author TAN, Hwee Hoon
RAO-KACHROO, Mahima
author_facet TAN, Hwee Hoon
RAO-KACHROO, Mahima
author_sort TAN, Hwee Hoon
title De Dietrich: Globalisation of a family business
title_short De Dietrich: Globalisation of a family business
title_full De Dietrich: Globalisation of a family business
title_fullStr De Dietrich: Globalisation of a family business
title_full_unstemmed De Dietrich: Globalisation of a family business
title_sort de dietrich: globalisation of a family business
publisher Institutional Knowledge at Singapore Management University
publishDate 2024
url https://ink.library.smu.edu.sg/cases_coll_all/500
https://cmp-shop.smu.edu.sg/products/de-dietrich-globalisation-of-a-family-business?variant=42003487293482
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