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Gabriele Suder (SKEMA Business School); Mady Keup (SKEMA Business School)
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10 pages
Data source:
Field research


This case deals with the process of internationalisation for MCI, an integrated Event, Communication and Association Management company. It looks at drivers for going international, modes of entry and the effect of internationalisation on company business model and structure. It helps students analyse the importance of local, regional and international markets for corporate growth and performance. At the time of writing, MCI is the leader in its field in terms of international reach. Traditionally it was believed that only local experts could deliver quality destination management services, especially in a professional congress organisation. MCI recognised that clients increasingly globalise their business and that their needs evolve simultaneously. The company exploited opportunities through a well-structured internationalisation process that included analyses of key locations as to their importance to the global business and professional communities and their cultural and institutional proximity. This process also included a careful search for suitable local partners. The case can be used at all levels of graduate teaching and executive training. It serves as an illustration of strategic choices facing companies in internationalisation (regional and global) and of the dynamic characteristics of the event management sector, as well as the importance of close client liaison in service industries.


Internationalisation; Europeanisation; Event management; PCO; Europe; Globalisation; Live communication; Global; DMC; Event industry; Merger, acquisition; Association management
45 offices, 1,100 staff
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