1. University of Auckland SuperIndex 5.3
  2. Business and Economics
  3. Business Case Studies
Please use this identifier to cite or link to this item: https://superindex.lbr.auckland.ac.nz/handle/123456789/60049
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DC FieldValueLanguage
dc.creatorWilson, Marie-
dc.date2005-
dc.date.accessioned2012-12-09T07:47:28Z-
dc.date.available2012-12-09T07:47:28Z-
dc.date.issued30/08/2012-
dc.identifier.otherUA-2005-008-
dc.identifier.urihttp://hdl.handle.net/123456789/60049-
dc.description.abstractSmall firms often find themselves seeking partners or channels to break into new markets. There are many ways to structure these arrangements - balancing cash flow requirements, control and governance and the tension between cooperative and competitive forces. In this case, the CEO of a small, innovative manufacturer of vision aids for the blind ponders its options for remaining in the lucrative United States market-
dc.languageen-
dc.publisherUniversity of Auckland Business Case Centre-
dc.rightsUniversity of Auckland 2005-
dc.titleEye-Q International-
dc.typetext-
prism.number15-
prism.startingpage1-
dc.subject.organisationEye-Q International Incorporated-
dcterms.spatial.countryNew Zealand-
prism.endingpage16-
dc.subject.categoryDecision point-
dc.subject.categoryTeaching case-
dc.instructionalmethodTeaching notes available-
dc.publisher.placeAuckland, NZ-
dc.subject.industryManufacturing-
dc.subject.broadcategoryStrategy-
dc.subject.broadcategoryStrategy-
dc.subject.broadcategoryMarketing-
dc.subject.keywordsInternationalisation-
dc.subject.keywordsJoint venture-
dc.subject.keywordsDecision making-
dc.audienceOperations and supply chain-
Appears in Collections:Business Case Studies

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