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Published by: Stanford Business School
Originally published in: 2015
Version: 15 March 2015
Length: 20 pages
Data source: Field research

Abstract

The case looks at how The Abraaj Group has emerged as a global private equity firm and came to define its focus and strategy in this process. While the local knowledge and relationships is considered to be critical for value creation in the private equity industry, firms often seek to expand geographically as their funds and resources increase. The case explores how a global firm like Abraaj can balance the need to focus on local networks and knowledge with a global stretch. It tries to answer this question by focusing on how Abraaj creates value, how the firm differentiates itself from local and global competitors, and how local-global dynamics manifests itself through the different phases of the firm's business.

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Abstract

The case looks at how The Abraaj Group has emerged as a global private equity firm and came to define its focus and strategy in this process. While the local knowledge and relationships is considered to be critical for value creation in the private equity industry, firms often seek to expand geographically as their funds and resources increase. The case explores how a global firm like Abraaj can balance the need to focus on local networks and knowledge with a global stretch. It tries to answer this question by focusing on how Abraaj creates value, how the firm differentiates itself from local and global competitors, and how local-global dynamics manifests itself through the different phases of the firm's business.

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