This is a condensed version of an EECH award -winning two-case series. I am placing it on the blog as part of an-ongoing series of corporate cases, where the subject matter is in response to the question: what is it like doing business in…country A,B,C? 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. The teaching objectives are: (1) to emphasise the importance of the corporate learning process as the globalisation strategy develops; (2) to bring out the specific features of China as a location for foreign investment; (3) to develop a forward looking corporate strategy and culture which fits with China’s and the corporate transformation; and (4) to discuss corporate strategies dealing with concerns back home of de-localisation.
Case-Reference no. 204-159-1
Case-Reference no. 204-160-1
DANFOSS RC IN CHINA :Teaching note:Reference no. 204-159-8