This case scenario details about the post-IPO strategies, opportunities along with obstacles for Swiss global trading company DKSH, the top market growth (MES) supplier focusing on Asia. DKSH was well positioned to capitalize on three vital MES industry trends: 1) Asia as the increase market per se, driven by the thriving middle classes of the emerging markets, 2) growing internal-Asian commerce, and 3) the tendency of companies to outsource, originating from the continuing concentration on essential competencies. DKSH required utilization of tailwind regarding its quite triumphant IPO and its strong growth potential while staying focused on implementing a sharply defined strategy for increase, to powerfully expand its number one market position. From a tactical viewpoint, the company had to address multiple crucial dilemmas: optimizing its business portfolio; additional developing and centralizing corporate-level core competencies; picking the best degree of strategic integration of its own four business units; strengthening its service innovation capability; ensuring the correct resource allocation to keep up the business growth engine; and keeping up its tactical entrepreneurial direction culture.
Publication Date: June 17, 2013 Product #: SM204B-HCB-ENG
This is just an excerpt. This case is about Leadership & Managing People
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