Baumax's Expansion into the Emerging Markets of Central and Eastern Europe

Phillip C. Nell, Nicoleta Ruckensteiner-Geyer, Kerstin Kvapil

    Publikation: AndetAndet bidragUndervisning

    Resumé

    This short teaching case focuses on an internationalisation decision of bauMax in the year 2005. bauMax had been a relatively successful Austrian family-owned retailer in the do-it-yourself (DIY) segment. After a successful expansion into neighbouring countries in Central and Eastern Europe (CEE) in the early 1990s, growth and profitability in the home market and in a number of host-markets became increasingly disappointing. The owners (and managers) saw further international expansion as the key to bring back growth and profitability. Romania was identified as one of the target markets. The case explains bauMax’ business and strategy and presents data on the Romanian market situation. The discussion focuses not only on the Romanian decision but also on the more general logic behind bauMax’ internationalisation
    OriginalsprogEngelsk
    Publikationsdato25 apr. 2017
    Udgivelses stedCranfield
    UdgiverCase Centre
    Antal sider8
    StatusUdgivet - 25 apr. 2017

    Bibliografisk note

    Case - Reference no. 317-0176-1

    Emneord

    • Internationalisation strategy
    • Institutional analysis
    • Regionalisation
    • Emerging markets
    • Failure

    Citer dette

    Nell, P. C., Ruckensteiner-Geyer, N., & Kvapil, K. (2017, apr 25). Baumax's Expansion into the Emerging Markets of Central and Eastern Europe. Cranfield: Case Centre.
    Nell, Phillip C. ; Ruckensteiner-Geyer, Nicoleta ; Kvapil, Kerstin. / Baumax's Expansion into the Emerging Markets of Central and Eastern Europe. 2017. Cranfield : Case Centre. 8 s.
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    abstract = "This short teaching case focuses on an internationalisation decision of bauMax in the year 2005. bauMax had been a relatively successful Austrian family-owned retailer in the do-it-yourself (DIY) segment. After a successful expansion into neighbouring countries in Central and Eastern Europe (CEE) in the early 1990s, growth and profitability in the home market and in a number of host-markets became increasingly disappointing. The owners (and managers) saw further international expansion as the key to bring back growth and profitability. Romania was identified as one of the target markets. The case explains bauMax’ business and strategy and presents data on the Romanian market situation. The discussion focuses not only on the Romanian decision but also on the more general logic behind bauMax’ internationalisation",
    keywords = "Internationalisation strategy, Institutional analysis, Regionalisation, Emerging markets, Failure, Internationalisation strategy, Institutional analysis, Regionalisation, Emerging markets, Failure",
    author = "Nell, {Phillip C.} and Nicoleta Ruckensteiner-Geyer and Kerstin Kvapil",
    note = "Case - Reference no. 317-0176-1",
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    Nell, PC, Ruckensteiner-Geyer, N & Kvapil, K 2017, Baumax's Expansion into the Emerging Markets of Central and Eastern Europe. Case Centre, Cranfield.

    Baumax's Expansion into the Emerging Markets of Central and Eastern Europe. / Nell, Phillip C.; Ruckensteiner-Geyer, Nicoleta; Kvapil, Kerstin.

    8 s. Cranfield : Case Centre. 2017, Case.

    Publikation: AndetAndet bidragUndervisning

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    AB - This short teaching case focuses on an internationalisation decision of bauMax in the year 2005. bauMax had been a relatively successful Austrian family-owned retailer in the do-it-yourself (DIY) segment. After a successful expansion into neighbouring countries in Central and Eastern Europe (CEE) in the early 1990s, growth and profitability in the home market and in a number of host-markets became increasingly disappointing. The owners (and managers) saw further international expansion as the key to bring back growth and profitability. Romania was identified as one of the target markets. The case explains bauMax’ business and strategy and presents data on the Romanian market situation. The discussion focuses not only on the Romanian decision but also on the more general logic behind bauMax’ internationalisation

    KW - Internationalisation strategy

    KW - Institutional analysis

    KW - Regionalisation

    KW - Emerging markets

    KW - Failure

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    KW - Institutional analysis

    KW - Regionalisation

    KW - Emerging markets

    KW - Failure

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