BioImplan: global growth in silicone implants

BioImplan: crecimiento global en implantes de silicona

This teaching case examines the international expansion challenges faced by BioImplan, the largest silicone implant manufacturer in Latin America. Victor, the company’s Director of International Affairs, must decide whether to continue expanding through independent distributors or establish wholly owned subsidiaries in culturally and institutionally distant markets, such as Turkey. Founded in 1981 in Campinas, São Paulo, BioImplan grew by leveraging innovation, regulatory adaptation, and a solid internationalization strategy. However, its global trajectory was disrupted by a severe flood in 2016, which compromised production and forced the company to restructure its operations. After resuming exports, the choice between maintaining a lower-risk, distributor-based model or investing in greater control through subsidiaries became a central strategic dilemma. This case is designed for undergraduate and graduate courses in international business and entrepreneurship, fostering discussions on internationalization strategies, foreign market entry modes, and decision-making in emerging-market multinationals. Using primary and secondary data, the study encourages students to analyze BioImplan’s expansion through theoretical lenses such as the Uppsala model, Internalization, and Effectuation. By stepping into Victor’s shoes, students are challenged to assess risks and opportunities, considering financial, operational, and strategic factors for the company’s expansion.

Keywords:
international business; Uppsala model; international entrepreneurship; internalization; Brazil