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Case
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Reference no. 9-392-100
Published by: Harvard Business Publishing
Originally published in: 1992
Version: 25 April 2000

Abstract

Focuses on the strategic issue of how to approach the East German market after the Berlin wall came down in late 1989. Within an unusually rich economic-political and organizational-personal context, the chairman of GM's German subsidiary has to respond to Volkswagen's preemptive move in East Germany. The rapid and unexpected political changes complicate the decision process. How do rapid and unexpected political changes impact this response?
Location:
Industry:
Size:
Large, 55,000 employees, USD12 billion revenues
Other setting(s):
1989-1990

About

Abstract

Focuses on the strategic issue of how to approach the East German market after the Berlin wall came down in late 1989. Within an unusually rich economic-political and organizational-personal context, the chairman of GM's German subsidiary has to respond to Volkswagen's preemptive move in East Germany. The rapid and unexpected political changes complicate the decision process. How do rapid and unexpected political changes impact this response?

Settings

Location:
Industry:
Size:
Large, 55,000 employees, USD12 billion revenues
Other setting(s):
1989-1990

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