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The case describes the successful growth and internationalisation strategy of Belgian Creyf's interim business (temporary labour services) after initial internationalisation debacles, which nearly bankrupted the original family company. It describes the 'not me too' - strategy of this player in an industry increasingly dominated by a few large European and even world players. It subsequently raises the strategic and organisational issues the group is facing in dealing with this increasingly large and international portfolio of businesses in a market that is showing signs of the worst economic downturns in many years. The case opens opportunities for discussion on: (1) the drivers for internationalisation and a move back towards local business; (2) entry modes in foreign markets; (3) organisational structures and blueprints; and (4) managing the implementation process.