Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 29.08.2002
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.
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.