The Chabros International Group case examines how the sales of a drastic fall in its largest subsidiary company is confronted by a Lebanese transnational wood business after 2008's international economic crisis. Antoine Chami, the owner and president of Chabros, was reviewing his firm's 2009 ending-of-year financial statements and, in particular, a 30 per cent fall in sales in Dubai. In 2007, a year before the worldwide economic crisis, Chami had invested more than $11 million to acquire and enlarge a sawmill in Serbia to match Chabros's growing lumber sales demand.
With a greater capacity to produce a lower probability along with lumber to sell it, Chami needed to make a decision as to what to do to conquer this challenge. Should parts of his Serbian sawmill close? Should he try to boost his institution's sales to use all the accessible capacity of his sawmill? Would Morocco, among other nations, be the very best nation to grow into? Was it the perfect time to embark on this kind of expansion?
PUBLICATION DATE: November 29, 2010 PRODUCT #: W10001-HCB-ENG
This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP
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