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The learning outcomes are as follows: to analyze host market characteristics and consumer behavior to develop sound value propositions; to distinguish the characteristics of traditional retail as opposed to the ones of modern retail; to identify the potential benefits and challenges of working with traditional retail; to discuss how informality may affect business relations; and to identify potential avenues to align divergent interests between the focal firm and traditional retailers.

The case described the situation faced by French International Company (FICO), a leading manufacturer of cigarettes, after the acquisition of Fosforera Colombiana (FOCOSA) in Colombia. FICO aimed to leverage the leadership position of FOCOSA and of its flagship brand Ferrari Lights that possess a 60% market share. However, after just a few months, it was clear that the acquired subsidiary was not performing adequately. The financial results obtained were disastrous. To face this situation, FICO appointed as the new marketing director to Waldo Tarantini who has experienced dealing with informal markets. To be aligned to the Colombian consumption pattern of five cigarettes daily, Waldo decided to launch a new presentation of the leading brand denominated Ferrari five, a package of 5 cigarettes at COP 1000. Considering that more than 60% of the sale can be explained by traditional retail, it was mandatory to secure its participation. Nevertheless, traditional retailers obtained up to 56% margin by selling single sticks. Waldo and his team rapidly needed to craft a commercial strategy to secure the participation of traditional retailers in a market plagued by informality, smuggling products and lack of control from national authorities.

The case is intended to be used at the early stages of post-graduate studies and in executive education programs addressing issues such as emerging markets, informality, the base of the pyramid, trade marketing and product launches. In particular, the case can be used in MSc in Marketing’s students, first-year MBA students or executives following short courses. The field of studies in which the case should be taught is marketing or trade marketing in particular when analyzing emerging economies.

Teaching notes are available for educators only.

CSS 8: Marketing.

This paper aims to provide insights into the internationalization strategic responses to the COVID-19 pandemic by higher education institutions (HEIs) in Latin America.

This study is based on information from eight leading Latin American private universities. The data were obtained from official sources such as institutional communications and university administrators.

The authors identify two main issues that HEIs should consider while responding to the pandemic. First, greater attention and resource allocation to the universities' main local stakeholders can affect traditional internationalization activities. Second, a focus on revitalizing foreign partnerships and strengthening “virtual internationalization” can help maintain and eventually increase international presence.

While this study analyses how these Latin American HEIs responded during the initial stages of the COVID-19 outbreak, it is important to conduct follow-up studies to shed light on how HEIs are adapting to the COVID-19 crisis as it continues to unfold.

This study is based on unique information gathered from leading private, not-for-profit HEIs in Latin America, which, contrary to state-owned HEIs or other private institutions in developed economies, have exhibited different means and conditions to respond to the coronavirus outbreak. Finally, the authors contribute to the literature on the internationalization of HEIs by discussing the role of a significant disruptive event on the internationalization of higher education and, particularly, business schools.

Este artículo discute las respuestas estratégicas de internacionalización frente a la pandemia del COVID-19 implementadas por Instituciones de Educación Superior (IES) en América Latina.

Este estudio se basa en información de ocho universidades privadas líderes en América Latina. La información fue obtenida de fuentes oficiales tales como comunicados institucionales y autoridades.

Identificamos dos temas principales que las IES deben considerar mientras responden al COVID-19. Primero, una mayor atención y reubicación de recursos hacia los principales grupos de interés local puede afectar las actividades tradicionales de internacionalización. Segundo, revitalizar las alianzas extranjeras y fortalecer la “internacionalización virtual” puede ayudar a mantener y eventualmente incrementar la presencia internacional.

Si bien este estudio analiza cómo un grupo de IES Latinoamericanas respondieron durante las etapas iniciales del COVID-19, es importante continuar analizando cómo las IES se siguen adaptando a medida que la crisis COVID-19 avanza.

Este estudio se basa en datos únicos obtenidos de IES privadas, sin fines de lucro, y líderes en América Latina que, al contrario de las universidades públicas u otras IES en economías desarrolladas, exhiben medios y condiciones diferentes para responder a la expansión del coronavirus. Finalmente, este trabajo contribuye a la literatura sobre internacionalización de IES mediante la discusión del rol de un evento disruptivo de escala mundial en la internacionalización de universidades y, particularmente, escuelas de negocios.

This study aims to build on embedded approaches to stakeholder management and examines how organizational decision-makers consider social responsibility toward proximal stakeholders in crises that encompass an entire system of stakeholder relationships.

Within a criterion-based sample of eight Latin American private universities, this paper develops in-depth exploratory case studies to examine the prioritization of stakeholders in higher education institutions’ decision-making during the outbreak of the COVID-19 crisis.

Contrary to the notion that during crises organizations prioritize stakeholders that provide resources that are critical to survival, this study finds that in contextual crises stakeholder management is informed by social responsibility. In addition, the findings suggest that crises may be tipping points for changes toward mission-driven approaches to governance.

Acknowledging the roles of social responsibility and proximity in stakeholder management during contextual crises allows for more informed governance of organizations that face disruptions in their system of stakeholder relations.

This study contributes unique insights into the decision-maker’s prioritization of stakeholders during the COVID-19 crisis. The uncertainty associated with the emerging “new normal” allowed for an extreme test of socially embedded versus resource-oriented approaches to stakeholder management.

This study aims to investigate how a French multinational enterprise (MNE) is developing employee stock ownership (ESO) in its subsidiaries in Peru and Mexico, both Latin American countries with deep social and economic inequalities.

This is a qualitative case study which conducted interviews with representatives of the French MNE and its subsidiaries in Peru and Mexico.

The employee stock purchase plans offered by the company to its employees support the achievement of the sustainable development goals (SDGs) 1, 8 and 10 in these countries.

The authors argue that MNEs could become flagships in the SDG achievement in emerging economies.

By contributing to better workplace outcomes and enhanced corporate performance, ESO is in line with SDG 8. ESO also fulfills SDGs 1 and 10 by allowing employees to build up savings and wealth, whose lack is the main source of inequality and poverty. Reciprocity and binary economics theories explain these relationships.

The study sheds light on the internal enabling factors towards emerging market (EM) small and medium-sized enterprises’ (SMEs) preparedness for Industry 4.0 (I4.0) using three dimensions: managerial, operational and technological readiness.

The study uses convenience sampling, having online and paper-based surveys and collecting 110 responses from manufacturing Malaysian SMEs. This sample allowed assessing the relationships of the hypothesized variables through the structural model of data analysis.

This study’s findings demonstrate that financial capability and perceived benefits enhance Malaysian SMEs' managerial, operational and technological readiness.

Using Malaysia's case, this paper extends the discussion of the key drivers that underline the decision of EM firms to adopt I4.0.

This study’s results provide valuable insights for policymakers to improve the digital ecosystem. Also, understanding critical drivers for I4.0 readiness would encourage SMEs in Malaysia to embrace new digital technologies.

Although digital transformation towards I4.0 for manufacturing SMEs would be decisive, little is known about how ready these Malaysian firms are to adopt it or the driving factors that motivate them. Meanwhile, inadequate readiness causes a high failure rate in implementing new technology, processes or organizational changes.

The purpose of this study is to analyze interlocking directorate (ID) networks of family and nonfamily firms (FFs) in Chile, Mexico and Peru.

Social network analysis methodology allowed us to analyze the position of FFs within the structure of IDs at the local and transnational levels.

FFs tend to have a higher proportion of board interlocks to other firms, especially FFs. In addition, FFs are more likely to occupy a brokerage position in national IDs structures. Finally, they also have a higher proportion of interlocks to other domestic firms in and nearby geographic areas. Thus, they create transnational networks.

This paper finds evidence that supports three of the premises of interorganizational familiness literature (Lester and Cannella, 2006). FFs are part of national as well as international corporate networks more than other types of firms, through interlocking directorships.

Analizar redes de consejeros de empresas familiares y no familiares en Chile, México y Perú.

El análisis de redes sociales nos permitió analizar la posición de empresas familiares dentro de la estructura de redes a nivel local y transnacional.

Las empresas familiares tienen un nivel más alto de entrecruzamientos con otras empresas, especialmente con las familiares. Además, las empresas familiares son mas propensas a ocupar posiciones de intermediación en las estructuras nacionales de redes. Finalmente, también tienen más entrecruzamientos con otras empresas nacionales y en regiones geográficas cercanas por lo que crean redes transnacionales.

Encontramos evidencia que apoya los tres pilares de la literatura de familiaridad interorganizacional (Lester y Cannella 2006). Las empresas familiares son parte de una red nacional e internacional más que otros tipos de empresas a través de las interconexiones de posiciones en consejos.

Analisar redes de diretores de empresas familiares e não familiares no Chile, México e Peru.

A análise das redes sociais permitiu analisar a posição das empresas familiares na estrutura das redes a nível local e transnacional.

As empresas familiares têm um nível mais elevado de ligações cruzadas com outras empresas, especialmente as empresas familiares. Além disso, é mais provável que as empresas familiares ocupem posições intermediárias nas estruturas das redes nacionais. Por último, têm também mais referências cruzadas com outras empresas nacionais e em regiões geográficas próximas, pelo que criam redes transnacionais.

Encontramos evidências que sustentam os três pilares da literatura sobre familiaridade interorganizacional (Lester e Cannella 2006). As empresas familiares fazem parte de uma rede nacional e internacional mais do que outros tipos de empresas através do interconexões de cargos nos conselhos de administração.

Higher education has become a more active sector in most of countries recently. Facing a more globalized society and a more competitive scenario, institutions all over the world are transforming and improving diverse strategies of internationalization to provide innovative experiences to students and professors. Therefore, the main objective of this chapter is to describe the strategies of internationalization at Universidad de Monterrey (UDEM) Mexico such as mobility of students and professor, institutional culture, curriculum, strategic alliances but the most important, international collaboration at classrooms. UDEM is a private higher institution with more international experiences in student mobility in Mexico, and the first with more collaborative online international learning (COIL) projects in Latin America. Using a qualitative research method, this chapter demonstrates that UDEM’s strategies of internationalization both, abroad and at home, transformed actions, functions, and processes at UDEM impacting the quality and experience of education. These strategies have impacted students positively. Besides, these strategies of internationalization have the potential to be replicated in other higher education institutions (HEIs).

This chapter establishes a path to rebuilding business and regenerating society in Peru, focusing on the limitations and opportunities for recovery following COVID-19, from the perspective of mitigating the effects of climate change and biodiversity loss. The study is divided into five sections. First the Peruvian context and background are introduced. Next, the position of Peru in the 2030 Agenda is outlined. The third section describes the research methodology, followed by a discussion of the results in the fourth section, analysing how to overcome negative trade-offs and achieve the best possible balanced scenario. Finally, the fifth section offers recommendations and insights for policymakers.

This study identifies measures to recover economic growth and build sustainable societies and markets in post-COVID-19 scenarios – with a perspective of resilience and adaptability to climate change and massive biodiversity loss. Additionally, this study uncovers the interventions implemented to address economic, environmental and social consequences of past crises based on a systematic literature review. Specifically, this chapter provides answers to the following six questions:

1. What has been done in the past to rebuild social, economic and environmental balance after global crises?

2. Where (geographical region) did the analysis on measures taken concentrate?

3. When have scholars analysed past measures to rebuild business and society after a global crisis?

4. How did the past measures to rebuild business and society after the global crisis take place?

5. Who promotes the measures to rebuild business and society after a global crisis takes place?

6. Why is it important to study the previous literature on past measures to rebuild business and society after a global crisis takes place?

What has been done in the past to rebuild social, economic and environmental balance after global crises?

Where (geographical region) did the analysis on measures taken concentrate?

When have scholars analysed past measures to rebuild business and society after a global crisis?

How did the past measures to rebuild business and society after the global crisis take place?

Who promotes the measures to rebuild business and society after a global crisis takes place?

Why is it important to study the previous literature on past measures to rebuild business and society after a global crisis takes place?

Finally, this chapter identifies future research opportunities to rebuild business and society after the past global crises.