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Full-Text Articles in Business
Markel International: Entry Into India, Roger R. Schnorbus, Littleton M. Maxwell
Markel International: Entry Into India, Roger R. Schnorbus, Littleton M. Maxwell
Robins School of Business White Paper Series, 1980-2022
William Stovin, the President and Chief Operating Officer of Markel International (MKLI) was pleased with the rapid growth of his company. Since its acquisition and formation as a subsidiary of the Markel Corporation in 2000, MKLI had written gross premiums of $641 million and produced operating profits of $52 million in fiscal 2009. This growth had come from expanding operations into Sweden, Spain, Canada, Singapore, and the U.K.
The challenge for MKLI was to develop an entry strategy into India. Many questions had to be answered including selecting a joint venture Indian partner (required in India) and determining a strategic …
Postexpansion Planning Considerations For New Multioutlet Retailers, Larry N. Bitner, Judith D. Powell
Postexpansion Planning Considerations For New Multioutlet Retailers, Larry N. Bitner, Judith D. Powell
Robins School of Business White Paper Series, 1980-2022
Successful small retailers invariably are tempted to test the adage "more is better." While the expansion allure is more than many can resist, it must be tempered by the realization that many hidden challenges await the unsuspecting entrepreneur.
Success of the new organization will require not only more but a different kind of effort than used in managing the single store. First, successful operation will now depend on delegating operating decisions to professional managers. The autonomy given these managers is a complex decision and may be placed anywhere within a three dimensional continuum depending on the desired image, supervision, and …
The Hidden Challenges Of Retail Expansion, Larry N. Bitner, Judith D. Powell
The Hidden Challenges Of Retail Expansion, Larry N. Bitner, Judith D. Powell
Robins School of Business White Paper Series, 1980-2022
Successful small retailers invariably are tempted to test the adage "more is better." While the expansion allure is more than many can resist, it must be tempered by the realization that many hidden challenges await the unsuspecting entrepreneur.
Success of the new organization will required not only ore but a different kind of effort than used in managing the single store. First, successful operation will now depend on delegating operating decision to professional managers. The autonomy given these managers in a complex decision and may be placed anywhere within a three dimensional continuum depending on the desired image, supervision, and …