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Cambridge Labs Case Analysis

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Cambridge Labs Case Analysis
Cambridge Labs: A Case Discussion on Global Strategy

Cambridge Labs: A Case Discussion on Global Strategy Successful companies that have a vision to grow beyond their domestic borders establish global strategic objectives based on their mission, vision and core competencies. This framework includes four major aspects, which help firms analyze their current status, the environment, the alternative strategies, and their partner selection. Cambridge Laboratories, an industry-based entrepreneurial firm modeling its strategy based on the industry’s competitiveness, is contemplating a partnership with Canterbury Proteomics Labs, a resource-based firm focusing its strategy based on the value and rarity of its products. This case analysis will determine if an alliance between these two firms is a sound strategy that fits the global objectives of both parties. The case was divide in the following sequence to retain the flow of these three phases; the central question; the strategic issues; the strategic objectives; the analysis; the mission, vision, core competencies, and competitive advantage; the industry and firm’s analysis; the country’s business environment; the country-specific entry strategies; the deal and management of the venture relationship; the alternative strategies, the recommendation, and an update on the case at hand.
Central Question There are few essential questions Cambridge Laboratories is facing. Should the firm invest in Canterbury Labs (CPL) and is a joint venture the best strategy? If a joint venture is the right decision, under what terms should Cambridge Laboratories move forward with the proposal from CPL? These questions are central to the firm because proteomics markers have the potential to become a major stream of revenue for Cambridge Labs. Pharmaceutical companies are starting proteomics programs and this market is projected to grow to $6 billion in 2005. Laboratory services have the potential to



References: Agarwal, M, Causgil, S, Ghauri, P (2002). Doing Business In Emerging Markets: Entry and Negotiation Strategies. USA: Sage Publications Business Environment Cambridge Biomedical. (2011). Mission. Retrieved October 1, 2011 from http://www.cambridgebiomedical.com/about_mission.php Hess, A Industry Forecast Scenario. (2011). U.S. Pharma & Healthcare Report, 38-62. Retrieved from EBSCOhost. Karunaratne, N. (2010). The sustainability of Australia 's current account deficits—A reappraisal after the global financial crisis. Journal of Policy Modeling, 32(1), 81-97. doi:10.1016/j.jpolmod.2009.10.002 Macro-Accessibility in Australia: 4.7 Mann, C.J. and Gotz, K. (2006). Borderless Business.  Praeger. London. Medcof, J.W. (1997). Why too many alliances end up in divorce. Long Range Planning. 30 (5), 718-732 Peng, M Plymoth, A., & Hainaut, P. (2011). Proteomics beyond proteomics: toward clinical applications. Current Opinion in Oncology, 23(1), 77-82. Retrieved from EBSCOhost. Standing, S., Standing, C., & Lin, C. (2008). A framework for managing knowledge in strategic alliances in the biotechnology sector. Systems research & behavioral science, 25(6), 783-796. Doi: 10.1002/sres.861 SWOT Analysis Wesley, D. (2004). Cambridge Laboratories: proteomics. Retrieved September 20, 2011 from http://www.uk.sagepub.com/upm-data/12289_Chapter_1.pdf -----------------------

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