Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Compact case
Case
-
Reference no. IMD-3-0942
Published by: Institute for Management Development (IMD)
Originally published in: 2003
Version: 29.08.2002
Length: 4 pages
Data source: Published sources

Abstract

In the late 1990s, Sampson Ltd, a leading building materials company headquartered in England, expanded from a mid-sized company, serving British domestic markets, to a complex multinational firm. As the company continued to expand throughout the world, it encountered many local differences with regard to climate, building regulations, and business practices. The company had four major product lines, five major customer groups and a variety of activities in 23 countries. It was evident that Sampson, which had been managed centrally in a rather informal manner so far, needed to review its organisation.
Location:
Industry:
Size:
Multinational
Other setting(s):
1999

About

Abstract

In the late 1990s, Sampson Ltd, a leading building materials company headquartered in England, expanded from a mid-sized company, serving British domestic markets, to a complex multinational firm. As the company continued to expand throughout the world, it encountered many local differences with regard to climate, building regulations, and business practices. The company had four major product lines, five major customer groups and a variety of activities in 23 countries. It was evident that Sampson, which had been managed centrally in a rather informal manner so far, needed to review its organisation.

Settings

Location:
Industry:
Size:
Multinational
Other setting(s):
1999

Related