Cembrit Holding A/S: At a Crossroads
(7 pages of text)
Cembrit Holding A/S (Cembrit), the second-largest producer of fibre cement products in Europe, had experienced a period of restructuring, acquisitions, and consolidation as a result of having acquired fibre cement companies involved in production, sales, and distribution throughout Europe and closing down its own production in Denmark. After years of restructuring and struggling, growth had finally picked up, with turnover reaching an average of 11 per cent per year between 2003 and 2007. As of 2008, however, Cembrit faced numerous challenges: building and strengthening its new corporate identity; repositioning itself in the market; identifying opportunities for organic growth; transitioning to asbestos-free production; and determining its future within its parent company. How it addressed these challenges would affect Cembrit’s future well beyond 2008, including whether it would be retained or divested by its parent company.
This case is suitable for use in both undergraduate and graduate courses in international business, international management, international strategy, and innovation management. After completion of the case, students will be able to explore and discuss various organizational and managerial challenges, including
- dealing with regulatory constraints;
- restructuring or reinventing an organization;
- identifying and pursuing international market opportunities;
- innovating, developing, and selling new products;
- developing a growth strategy; and
- withstanding one's position within a parent company.
Denmark, Large, 2008
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