Parker Pen Case Study

819 Words 4 Pages
Register to read the introduction… The company failed to include international outposts as the key resources, preventing itself from creating effective global strategies, for example Gillette/Oral – B Managers were forced to set and consistently meet aggressive growth numbers in all of their markets, which led to lose their morale because of the feelings of lost autonomy in the Asia-Pacific Region.

After the acquisition of Parker Pen Holdings Limited of the U.K. for 285 million British pounds Gillette established Campus operations in Singapore, besides the integration of Parker Pen.
This local integration of International Group operations was seen by the Gillette headquarters as a key success factor to their global corporate strategy.
However combining different division units under one roof meant bringing together people with different wage scales and benefits packages called for an uniform salary to satisfy campus employees.

In addition to this the acquisition of Parker Pen underlined that the sensitivity to local considerations improves the chances for global
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This integration may take time, but it can create a sustainable competitive advantage in the long-term.

Gillette/Parker implemented the centralized campus concept by assuming all markets are the same and no adaptation is needed. In reality each global product is handled differently in each market Gillette and their subsidiaries must learn the best practices from its overseas divisions. Thus, slight adaptations are often needed to succeed in the global market.

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Conclusion

In conclusion, this case study emphasizes that local integration and local relationships are the best definition of "global".

Moreover global strategy requires a great deal of local coordination, across divisions and products as well as across functions. Companies like Gillette with international activities have greater need for multiple forms of

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