Genting, a gaming company, explored the U.K. gaming market in 2004 while before that it was enjoying the monopoly in the Malaysian market. Genting encountered an intense competition in the U.K. market from the already established players in the gaming industry. It also faced the challenges of varying consumer preferences in the U.Kâs casinos, along with the rapidly changing gaming regulations by the British government.
Genting decided to operate its U.K business with the help of local management as this new market segment had various challenges. It seemed difficult for Genting to create a single corporate brand, as it was already operating under various, although well-known, brands to cater varying market needs.
In the presence of all these issues in the U.K. market, Genting Malaysia succeeded in embracing the opportunity of entering in the U.S. market with its different challenges, through the help of local acquisition, to meet its strategic objective of continuous growth of the gaming business in the U.S.
Would this step prove to be helpful for Genting? What are the potential risks and opportunities associated with this? The author, Sumit Mitra, has the association with Indian Institute of Management Kozhikode while Justin Paul is associated with University of Puerto Rico.
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