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Migrating DIFI into the INTOUCH International Strategic Alliance (C): cruising on a smooth sea or weathering the tempest?

Author: Jokela, Paivi ; Nahmias, Doron ; Waldman, CharlesINSEAD Area: MarketingPublisher: Fontainebleau : INSEAD Israel Research Center 2009.Language: EnglishDescription: 8 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.edu • See also The DIFI conquest of emerging markets (A): Polish and Czech strategies "Will they call...?" - DIFI in Russia (B): learning from past experiences? Building an ambitious future?Abstract: The case describes the international expansion of DIFI, an Israeli direct insurer, to the CIS markets. The main focus is on the marketing management of the company and on the issues related to bringing an innovative business model to, and managing operations in, emerging markets. The case discusses an alliance between DIFI and RSA Group, a British insurer.Pedagogical Objectives: (1) Channel management: Advantages and challenges of direct distribution vs. use of intermediaries; (2) Globalisation strategies for service companies: How to strike the right balance between international standardisation and adapting to local markets; (3) Strategic alliances as accelerators of international growth: Do’s and don’ts; (4) The HR dimension of strategic alliances: Country cultures and corporate cultures; (5) Challenges in migrating from a “regulated economy” to a competitive mindset; (6) Service strategy: Respective roles and interaction between technology and HR.
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

See also The DIFI conquest of emerging markets (A): Polish and Czech strategies "Will they call...?" - DIFI in Russia (B): learning from past experiences? Building an ambitious future?

(1) Channel management: Advantages and challenges of direct distribution vs. use of intermediaries; (2) Globalisation strategies for service companies: How to strike the right balance between international standardisation and adapting to local markets; (3) Strategic alliances as accelerators of international growth: Do’s and don’ts; (4) The HR dimension of strategic alliances: Country cultures and corporate cultures; (5) Challenges in migrating from a “regulated economy” to a competitive mindset; (6) Service strategy: Respective roles and interaction between technology and HR.

The case describes the international expansion of DIFI, an Israeli direct insurer, to the CIS markets. The main focus is on the marketing management of the company and on the issues related to bringing an innovative business model to, and managing operations in, emerging markets. The case discusses an alliance between DIFI and RSA Group, a British insurer.

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