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Glaverbel and Asahi Glass

Author: Schütte, Hellmut ; Probert, JocelynINSEAD Area: Asian Business and Comparative ManagementPublisher: Fontainebleau : INSEAD, 1995. ; INSEAD Euro-Asia Centre (EAC) 1995.Language: EnglishDescription: 19 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: The large, but financially weak Belgian glass-maker, Glaverbel, is acquired by Asahi Glass in 1981. Asahi of Japan is one of the leading glass manufacturing in the world and holds 76% of Glaverbel's shares. Asahi nevertheless lets Glaverbel's management pursue its own internationalization strategy. At the same time, Asahi Glass is establishing itself as a global playerPedagogical Objectives: The case focuses on the careful approach of Asahi Glass in integrating the acquired Belgian company Glaverbel into its globalization strategy. Glaverbel has international ambitions both within Europe and outside. How does Asahi Glass control Glaverbel without demotivating the management? Should it convert Glaverbel into its European headquarters?
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INSEAD Case Europe Campus
INSEAD Publications Display
Print Consultation only BC000186
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

The case focuses on the careful approach of Asahi Glass in integrating the acquired Belgian company Glaverbel into its globalization strategy. Glaverbel has international ambitions both within Europe and outside. How does Asahi Glass control Glaverbel without demotivating the management? Should it convert Glaverbel into its European headquarters?

The large, but financially weak Belgian glass-maker, Glaverbel, is acquired by Asahi Glass in 1981. Asahi of Japan is one of the leading glass manufacturing in the world and holds 76% of Glaverbel's shares. Asahi nevertheless lets Glaverbel's management pursue its own internationalization strategy. At the same time, Asahi Glass is establishing itself as a global player

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