Subject category:
Economics, Politics and Business Environment
Published by:
INSEAD
Version: 05.2014
Length: 26 pages
Data source: Field research
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Abstract
This is the second of a two-case series. Danfoss is one of Denmark's largest family firms, producing components for a wide range of industrial control activity. Spanning the period 1996- 2004, the case begins by looking at Danfoss' globalisation strategy, then focuses on its specific experience and learning in China, before returning to the wider challenges that globalisation in China poses for Danfoss as a whole. The focus is on the refrigeration and controls (RC) division, the key Danfoss division to enter China.
Location:
Industry:
Size:
Large family firm
Other setting(s):
1996-2004
About
Abstract
This is the second of a two-case series. Danfoss is one of Denmark's largest family firms, producing components for a wide range of industrial control activity. Spanning the period 1996- 2004, the case begins by looking at Danfoss' globalisation strategy, then focuses on its specific experience and learning in China, before returning to the wider challenges that globalisation in China poses for Danfoss as a whole. The focus is on the refrigeration and controls (RC) division, the key Danfoss division to enter China.
Settings
Location:
Industry:
Size:
Large family firm
Other setting(s):
1996-2004