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909M49 RODAMAS GROUP: DESIGNING STRATEGIES FOR CHANGING REALITIES IN EMERGING ECONOMIES Marleen Dieleman and Shawkat Kamal wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail firstname.lastname@example.org. Copyright Â© 2009, Ivey Management Services Version: (A) 2009-06-23 Mucki Tan, deputy chairman and main shareholder of the Rodamas Group, was thinking about the future of his group of companies. It was a hot and humid afternoon and clouds were building up on the horizon in Jakarta, the capital of Indonesia. Tan wondered whether the traditional local partnership role his company had played with different foreign multinationals was losing its advantage. The roles a local partner fulfills for multinational players in emerging economies can also be outsourced, and Tan had noticed the rapid growth of service firms in Jakarta that employed consultants, lobbyists and lawyers working for multinationals. Also, starting from 1994, the Indonesian government allowed multinational companies to operate in the country with 100 per cent foreign ownership in certain sectors. In 2008, the world economy was about to enter...