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1 – 2 of 2Ian Macleod, Adrian David Saville and Theresa Onaji-Benson
The study enables students to critique the internationalisation strategy of an African business including elements of macroeconomic analysis, company fit with jurisdictions…
Abstract
Learning outcomes
The study enables students to critique the internationalisation strategy of an African business including elements of macroeconomic analysis, company fit with jurisdictions, non-market strategies and mode of entry.
Case overview/synopsis
Roland van Wijnen was the chief executive officer of Pretoria Portland Cement Company Limited (PPC), a 130-year-old cement maker based in South Africa. He joined after the business had embarked on an international expansion strategy that had taken the business to countries of Rwanda, the Democratic Republic of the Congo and Ethiopia in a matter of years. This expansion caused the deflation of the Johannesburg-listed company’s share price. The company failed to appreciate a number of success factors in each jurisdiction. The challenges included cultural misalignments, macroeconomic analysis and mode of market entry. The case dilemma involved the choices that van Wijnen faced in re-evaluating the international footprint of the business.
Complexity academic level
Undergraduate or postgraduate level.
Supplementary material
Teaching notes are available for educators only.
Subject code
CSS 5: International business.
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Keywords
Amon Simba, David J. Smith and Tatenda Dube
The case study analyses competition in the automobile industry in Zimbabwe, a developing economy. From that perspective, it discusses Puzey and Payne’s business operations; a…
Abstract
Synopsis
The case study analyses competition in the automobile industry in Zimbabwe, a developing economy. From that perspective, it discusses Puzey and Payne’s business operations; a company with a long-standing history in the country’s automobile industry. Since its establishment during the Colonial era, the company endured a prolonged period of rapid car and spare parts sales decline in 2012. Following a management buyout deal in 2013, the decline in sales proved to be its real dilemma and it required strategic decisions to diffuse the impact of the “grey markets”. Government policies added to the company’s problems.
Research methodology
The case study follows a qualitative research approach. Information about Puzey and Payne’s business operations was gathered from archived materials, through qualitative conversations as well as company artefacts. Published materials in newspapers and magazines were used to provide background information.
Relevant courses and levels
The case study is appropriate for both undergraduate and postgraduate students studying International Business Management.
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