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PT Inti Indorayon Utama (A): a strategic vision 1980-1985

Author: Butler, Charlotte ; Lasserre, PhilippeINSEAD Area: StrategyPublisher: Fontainebleau : INSEAD, 1991. ; INSEAD Euro-Asia Centre (EAC) 1991.Language: EnglishDescription: 21 p.Type of document: INSEAD CaseAbstract: This case describes how an Indonesian Chinese small conglomerate undertook the setting up of a large 200 million dollars pulp mill in North Sumatra and became the first Indonesian soft wood pulp producer competing efficiently on the world markets. The series is divided into individual cases describing the different stages in the project management. Case A discusses the strategic analysis leading to the decision to go ahead. Cases B1 and B2 look at the selections of engineering consultants from Canada and Finland, and the resulting conflicts. Case C looks at the way the Indonesian company managed the project directly and finally. Case D describes the first two years of the operations, and the successful introduction of the company on the Jakarta stock exchangePedagogical Objectives: There are several: the application of the concept of strategy in a local entrepreneurial company (how the company builds competitive advantage); understanding the Asian way of doing business; project management in Asia; cultural clashes between suppliers of technology and Asian customers.
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There are several: the application of the concept of strategy in a local entrepreneurial company (how the company builds competitive advantage); understanding the Asian way of doing business; project management in Asia; cultural clashes between suppliers of technology and Asian customers.

This case describes how an Indonesian Chinese small conglomerate undertook the setting up of a large 200 million dollars pulp mill in North Sumatra and became the first Indonesian soft wood pulp producer competing efficiently on the world markets. The series is divided into individual cases describing the different stages in the project management. Case A discusses the strategic analysis leading to the decision to go ahead. Cases B1 and B2 look at the selections of engineering consultants from Canada and Finland, and the resulting conflicts. Case C looks at the way the Indonesian company managed the project directly and finally. Case D describes the first two years of the operations, and the successful introduction of the company on the Jakarta stock exchange

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