Business and Management
Submitted By UnkeptMaRiO
In April 2013, Kassatly Chtaura, a family-owned company of both alcoholic and non-alcoholic beverages headquartered in Chtaura, Lebanon, faces a dilemma. It is doing well with regard to sales and market share and has succeeded in building a solid income. Meanwhile, the prior year’s numbers show dim growth performance, and the family is unsatisfied about sales of its syrups, juices, ready-to-drink beverages and wines have reached a plateau.
Should the firm extend its supply network or manufacture a new factory and move some operations to Angola or Saudi Arabia? They are in distant locations with distinct cultures, although these are assuring markets. Or should it stay put and expand its operations by introducing a brand new product, beer? Adding to Saudi Arabia successful portfolio realize a household vision, and will complement its business strengths in Lebanon, especially when reinforced by its highly successful advertising campaigns. Given the uncertain political situation in Lebanon, is it time to spend money on international marketplaces?
Select the best option to internationalize Kassatly Chtaura
Kassatly Chtaura is a company that has grown in Lebanon in recent years and has been increasing its market power, given the different beverages they have in the country. In turn, overseas marketing has meant a key engine for the company founded by Akram Kassatly and succeeded by his son Nayef Kassatly. Since 1974 they have been concerned about the market and the various drinks they develop, as well as giving them an extra element according to clients and the social environment.
However, it is important for the company to deal with political, economic and social changes taking place in the Middle East. Lebanon is part of a group of countries that live in constant evolution towards a new system of government, where wars are latent,...