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Abstract

This supporting video is to accompany the case. The abstract for the case is as follows: Rob Brozin, Chairman of Nando's International, based in South Africa, was reconsidering the company's international expansion program in general, and the decision to enter Singapore and Malaysia in particular. The time was April 1997, and the company had completed a successful listing on the Johannesburg Stock Exchange. The aims of the listing were to insulate the South African operations from the risks of international expansion and to raise necessary capital for expansion. The key uncertainty facing Brozin was the extent to which Nando's success in South Africa was transferable abroad. The company had limited success with previous international expansion, but believed that the mistakes of the past had been corrected. The case outlines Nando's origins and the development of its unique corporate culture. Early international developments are described and the restructuring that followed is summarized. The case ends with the decision to go into SE Asia in 1997. The teaching objectives include: (1) to understand the pressures on a company to go global; (2) to identify the reasons for a company's domestic success and its core competencies; (3) to evaluate whether, under what conditions, and to where, success may be transferable; and (4) to consider which aspects of a firm's operations need to be adapted from country to country, and which can and should remain standardised.
Location:
Industry:
Size:
Medium
Other setting(s):
1997

About

Abstract

This supporting video is to accompany the case. The abstract for the case is as follows: Rob Brozin, Chairman of Nando's International, based in South Africa, was reconsidering the company's international expansion program in general, and the decision to enter Singapore and Malaysia in particular. The time was April 1997, and the company had completed a successful listing on the Johannesburg Stock Exchange. The aims of the listing were to insulate the South African operations from the risks of international expansion and to raise necessary capital for expansion. The key uncertainty facing Brozin was the extent to which Nando's success in South Africa was transferable abroad. The company had limited success with previous international expansion, but believed that the mistakes of the past had been corrected. The case outlines Nando's origins and the development of its unique corporate culture. Early international developments are described and the restructuring that followed is summarized. The case ends with the decision to go into SE Asia in 1997. The teaching objectives include: (1) to understand the pressures on a company to go global; (2) to identify the reasons for a company's domestic success and its core competencies; (3) to evaluate whether, under what conditions, and to where, success may be transferable; and (4) to consider which aspects of a firm's operations need to be adapted from country to country, and which can and should remain standardised.

Settings

Location:
Industry:
Size:
Medium
Other setting(s):
1997

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