In 2008, for the purchase of General Group Healthcare (GHG) emissions in the United Kingdom movement Netcare Limited (Netcare) from a predominantly South African operation in one of the largest private hospital groups in the world. One of the key long-term objectives of Netcare was to deliver high quality innovative medical solutions for patients in all continents. Recently, the South African parliamentary legislation introduced the potential for regulated pricing and collective bargaining in the health centers, which would alter the structure of the industry and may affect the strategy of Netcare's. As buying a home will be more stringent checks on the competition regulators, Netcare is interesting that the impact of global acquisition will have to carry out their strategy. What can be learned from the GHG acquisition, how could these lessons be used to further international growth, and that the continent would be best suited for the expansion? The case illustrates the international expansion strategy Netcare, and illustrates the problems of working in emerging markets. The ability to overcome these challenges is at the heart of competitive advantage when entering developed markets. "Hide
by Saul Klein, Albert Wocke Source: Richard Ivey School of Business Foundation 22 pages. Publication date: April 29, 2009. Prod. #: 909M05-PDF-ENG
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