Viewed as an industry, FM was beginning to grow fast in emerging markets for example Asia and the Middle East, and contained a surprisingly substantial part of the GDP in mature markets for example Europe and North America.
With new opportunities emerging in international markets to which the business that was reorganized had good accessibility, and the Singapore market approaching saturation, CBM had reached several years of double-digit growth. However, the FM market was evolving as large players started to expand their foreign networks and incorporate their services to follow multinational customers around the world. Was the trend toward environmental sustainability and service integration a chance for CBM, or a menace? How could they sustain their profitable growth?
PUBLICATION DATE: November 05, 2012 PRODUCT #: NTU031-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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