Most recently, the company had enjoyed increasing success in China as a result of its aggressive expansion through both a joint venture and set of majority-owned plants. During Stropki's tenure as CEO since 2004, the company had further expanded globally and by 2006 owned manufacturing operations in 19 countries across five continents. ![]() ![]() He had a wealth of company lessons and experiences to apply to the India investment decision, as his company had had international operations since the 1940s, had struggled intenationally in the late 1980s and early 1990s, and had gone on to regain its global competitive advantage in the late 1990s and early 2000s. If Stropki were to approve a significant allocation of resources toward an India expansion, he wondered what would be the best way to enter. An India expansion had been considered for several years, but thus far the company had focused on growing its operations in China and elsewhere around the globe. ![]() From his vantage point in 2006, Stropki looked back on his company's more than 100 years in the welding equipment and consumables industry with pride, wondering whether a strong push into India should be the next step in his company's globalization. Transcribed image text: John Stropki, CEO of Lincoln Electric, returned home from Mumbai to company headquarters in Cleveland, having sampled the local Maharashtran delicacies while studying opportunities in the Indian market.
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