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Abstract

The strategic problems of a Zambian Import and Distribution company faced by a turbulent political and economic environment. Deals with the strategies used by the new owner which had enabled the company to survive for seven years, and the new crisis facing the firm in 1983 caused by severe foreign exchange shortages. The strategy the owner had decided upon to meet the crisis was to move from trading to manufacturing. The key question is whether the owner was right to take such a bold move in a period of crisis when there was uncertainty about so many of the necessary inputs, including his own experience in this new area of business. If he was right, what should he do to minimise the risks? (Case should not be used in Zambia without informing the author.)
Location:
Industry:
Size:
Small
Other setting(s):
1976-1983

About

Abstract

The strategic problems of a Zambian Import and Distribution company faced by a turbulent political and economic environment. Deals with the strategies used by the new owner which had enabled the company to survive for seven years, and the new crisis facing the firm in 1983 caused by severe foreign exchange shortages. The strategy the owner had decided upon to meet the crisis was to move from trading to manufacturing. The key question is whether the owner was right to take such a bold move in a period of crisis when there was uncertainty about so many of the necessary inputs, including his own experience in this new area of business. If he was right, what should he do to minimise the risks? (Case should not be used in Zambia without informing the author.)

Settings

Location:
Industry:
Size:
Small
Other setting(s):
1976-1983

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