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Arla Foods

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Arla Foods acted upon the abolishment of the milk quota by the European Union. Janus Skot, the senior director of Arla Foods Latin America and the Caribbean (LATAM), was attempting to build a competitive advantage in Latin America because of their milk deficit. Janus was slowly accomplishing his business goals by developing a strategy to work with local partners to integrate into local retail chains.

Janus could not do this by himself; he had a team supporting him. Janus received his MBA from Denmark and held many positions in various Danish firms. He began working for Arla as an export manager and after work a few different international positions; he branched off into his own international distribution market known as LATAM. Other European professionals that were well versed in international trade supported him. Beret Jeanette Haven Andersen and Lars Tang Mikkelsen were two of these people.

Arla Food has an ethnocentric orientation because they only employed European professionals in the key positions. “An ethnocentric company operates under the assumption that tried and true headquarters’ knowledge and organizational capabilities can be applied in other parts of the world” (Keegan 17). This is seen when Janus hired other European graduates to fill his key positions. They easily filled those positions because they had the proper credentials and educational history that Janus needed.

Although the company is mainly ethnocentric, they have an advantage because a lot of the people hired by Janus had experiences in international positions. For example, Christoffer would travel around Latin America to meet with various distributors about their needs and also maintained a close relationship with them. In many instances, this is overlooked in an ethnocentric orientation; the needs of the host country are not viewed as important.

Janus

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