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.
Case
-
Reference no. IMD-3-0610
Published by: International Institute for Management Development (IMD)
Originally published in: 1996
Version: 01.09.2003
Length: 20 pages
Data source: Field research

Abstract

This case addresses the question of business opportunities in an evolving regional integration. In 1990 ASEAN (Association of Southeast Asian Nations) had not developed its economic integration since its founding over twenty years before. Nestle saw an opportunity both to develop its business in a rapidly growing economy and to take a leap ahead of the competition. The case examines the strategic logic of Nestle''s investment in five countries, along with the likely attitudes of the governments involved. Students develop a negotiating strategy in light of the above. The case can also be used as a negotiating exercise. The case concludes with issues of internal organisation in Nestle.
Location:
Industry:
Size:
More than USD50 billion
Other setting(s):
1990

About

Abstract

This case addresses the question of business opportunities in an evolving regional integration. In 1990 ASEAN (Association of Southeast Asian Nations) had not developed its economic integration since its founding over twenty years before. Nestle saw an opportunity both to develop its business in a rapidly growing economy and to take a leap ahead of the competition. The case examines the strategic logic of Nestle''s investment in five countries, along with the likely attitudes of the governments involved. Students develop a negotiating strategy in light of the above. The case can also be used as a negotiating exercise. The case concludes with issues of internal organisation in Nestle.

Settings

Location:
Industry:
Size:
More than USD50 billion
Other setting(s):
1990

Related