Abstract
Cees Welten, after starting his own career at other financial institutes, soon felt an inner drive to establish his own company, Welten, specializing in providing both education and secondment services for banks and insurance companies. Even though few companies could successfully compete with Welten in the Netherlands, Welten had difficulties in internationalization, and many of its attempts failed. In 2012, Welten faced the burning issue of re-establishing its activities in Suriname. The company already had tried to expand in Suriname in 2008, but it had been forced to withdraw for economic, political and cultural reasons. This case, introducing Cees Welten’s dilemma on whether or not to return to Suriname, develops and highlights essential fields of an enterprise’s internationalization process. The central issues entail how a company can select its foreign target market, along with its entry mode; how it can assess its international marketability; the steps needed to prepare for implementing an internationalization strategy; how important the role of cultural differences is in internationalization; what is the role of the CEO in implementing internationalization; and how it is possible (if at all) to re-establish business in a foreign market after a failed attempt at internationalization.
| Original language | English |
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| Number of pages | 19 |
| Project No. | 813-017-1 |
| Publication status | Published - 2013 |
Publication series
| Series | RSM Case Development Centre |
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| Number | 813-017-1 |
Bibliographical note
Based on field research; 19 pages.Follow the 'handle' link to access the Case Study on RePub.
For EUR staff members: the Teaching Note (813-017-8) is available on request, you can contact us at rsm.nl/cdc/contact/
For external users: follow the link to purchase the Case Study and the Teaching Note.
This case was prepared by Ganna Kryklii, Orsolya Meszaros, and Irene van Vught under the supervision of Prof. dr. Willem Hulsink. We wish to thank Ivo Hopmans at Welten for his information and opinions. We also wish to thank Tao Yue at the RSM Case Development Centre for her input in writing the case. This case is based on field research data. It is to provide material for class discussion rather than to illustrate either effective or ineffective handling of a management situation.
Copyright © 2013 RSM Case Development Centre, Erasmus University. No part of this publication may be copied, stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of the copyright owner. Please address all correspondence to [email protected].
Research programs
- RSM S&E