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.
Published by: Graduate School of Business, The University of Cape Town
Published in: 1999

Abstract

The case study enables students to study the globalisation strategy of a pulp and paper manufacturer. It discusses the global pulp and paper industry and chronicles the development of this industry in South Africa between 1920 and 1998. The case also chronicles events at Sappi from it''s inception in the 1930s until 1998 focusing on Sappi''s globalisation through acquisitions between 1988 and 1998. Sappi''s globalisation is significant because the South African industry was increasingly experiencing international competition in the 1990s through the relaxing of international trade barriers, increasing globalisation of industries and the opening up of South African markets following the demise of apartheid. Sappi represents a rare case of a South African company taking the initiative and not only competing successfully locally, but also becoming a global player. More generally, the case provides students with an example of the unique sets of problems experienced by a company from a developing country expanding into developed economies. It enables students to conjecture about the role played by the CEO in a successful globalisation strategy.
Location:
Industry:
Size:
21,000 employees
Other setting(s):
1930s to 1998

About

Abstract

The case study enables students to study the globalisation strategy of a pulp and paper manufacturer. It discusses the global pulp and paper industry and chronicles the development of this industry in South Africa between 1920 and 1998. The case also chronicles events at Sappi from it''s inception in the 1930s until 1998 focusing on Sappi''s globalisation through acquisitions between 1988 and 1998. Sappi''s globalisation is significant because the South African industry was increasingly experiencing international competition in the 1990s through the relaxing of international trade barriers, increasing globalisation of industries and the opening up of South African markets following the demise of apartheid. Sappi represents a rare case of a South African company taking the initiative and not only competing successfully locally, but also becoming a global player. More generally, the case provides students with an example of the unique sets of problems experienced by a company from a developing country expanding into developed economies. It enables students to conjecture about the role played by the CEO in a successful globalisation strategy.

Settings

Location:
Industry:
Size:
21,000 employees
Other setting(s):
1930s to 1998

Related