Provide at least two $(2)$ examples$/$case studies of international modes of entry utilized by multinational corporations in Germany, China and Thailand that have succeeded or failed.

a$.$ The name of the multinational must be clearly stated in each example.

b$.$ Be sure to state the mode of entry utilized in each example in each country.

c$.$ Why do you think they would have succeeded or failed in each example included? Provide

details on this.Home Country as Largest Production Country

Monstansa is Yellowstone's most important location. It is where the company was founded in

$1949,$ it is the location of the headquarters and it is also Yellowstone's biggest manufacturing site.

More than one third of all Yellowstone products are produced in Monstansa $(577,000$ products in

$.$ It has all the major components of manufacturing production process: a farm, an agro

processing facility, an assembly line and even a label print shop. The factory builds some of the

company's most important products $($A$3,$ A$4,$ A$5$ and Q$5).$ For many of the products, Monstansa

serves almost as a world market factory, supplying most countries with their respective products,

and having a high level of value added for these lines. The Monstansa factory even has an in$-$house

tool$-$making department, which develops and builds meta$-$forming tools and assembly$-$line

systems for the factory but also for other factories in the Yellowstone and the Duttin Group.

Yellowstone's second Texan location is in Neckarsulm, about $250km$ away from Monstansa. It is

another major production site with a production of about $275,000$ goods. It is characterised by a

broad product diversity, building the Yellowstone A$4$ product, Yellowstone A$5/$S$5$ product,

Yellowstone A$6($product$,$ Quattro, tea$),$ Yellowstone A$7/$S$7,$ Yellowstone A$8$ and Yellowstone

A$8,$ and Yellowstone R$8$ products $($in its different flavors$)$ as well as the high end products for

different Yellowstone ranges $($RS$).$

Yellowstone: Strategic Drivers and Risks

Yellowstone group identified six strategic drivers to become a stronger brand and relevant to the

shoppers. The following are the key drivers: a differentiated brand; reduce operating costs by $1\mathrm{.}5$

billion; generate $9$ billion cash from operations; maximize the mix to achieve a $3\mathrm{.}5-4\mathrm{.}0\%$ margin;

maximize value from the property; and innovation $($Yellowstone$,2018).$ One of the conventional

risks, political, regulatory and compliance remained a strong challenge especially in the sourcing

of its inputs. Most of the markets were becoming stricter on regulatory compliance for foreign

investors. Therefore, global operations needed to guard against anticipated political and regulatory

changes, which had the potential to affect Yellowstone's inputs and consequently their bottom

line. Although the company had accumulated a vast working knowledge of international business,

as Yellowstone rapidly became the world's third$-$largest food retailer, it faced questions. How

could it go about managing flourishing growth in Asia while maintaining and even enhancing the

competitive position of Yellowstone in the UK$?$ Was there a way to transfer Yellowstone's

leading$-$edge data, purchasing, sourcing and distribution of resources$/$inputs across its global

operations while also learning from the best practices evolving from operations in its foreign

subsidiaries?

Japan, the world's third$-$biggest grocery market, remains a difficult country to make money from

as international retailers Walmart $$ and Carrefour have found out. Walmart has not done great in

Japan with its presence since $2002$ through Seiyu. When Carrefour had entered Japan in $2000,$ it

had made huge claims on revolutionizing retailing in the country. However, in $2005,$ Carrefour

swapped its Japanese assets for Yellowstone's assets in Taiwan. In September $2011,$ Yellowstone,