Case Inglot
For the exclusive use of A. Weaver, 2015.
INS523
INGLOT:
Conquering the World
05/2014-6028
This case was written by Zdenek Necas, PhD Candidate in Strategy, and Quy Nguyen Huy, Associate Professor of
Strategy, both at INSEAD. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. It draws both on company and publicly available information. Additional material about INSEAD case studies (e.g., videos, spreadsheets, links) can be accessed at cases.insead.edu. Copyright © 2014 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED,
IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER .
TRANSMITTED, REPRODUCED OR DISTRIBUTED
This document is authorized for use only by Adam Weaver in STRATEGY taught by Rami Matta, at Concordia University - Canada from January 2015 to July 2015.
For the exclusive use of A. Weaver, 2015.
As he checked his diary, with meetings lined up in Warsaw, Shenzhen, Milano and Berlin the following week, Zbigniew Inglot, Chairman of the Board of Polish cosmetics company
INGLOT, pondered its market expansion priorities. Given the strength of demand for
INGLOT’s cosmetics worldwide, it could chose to extend its presence in one of over 40 countries where its products were already available or to penetrate new markets across the globe. The range of options was surprisingly large considering INGLOT’s very limited advertising activity and the fact that it had been able to finance its growth from internal cash flow only. Having acquired a reputation as one of the highest quality, most innovative cosmetics companies in the world, offers were received every day from potential partners eager to become INGLOT’s distributors. Zbigniew Inglot commented:
“By the end of 2013 we will probably reach close to 270 stores outside of Poland, where we have almost 200 stores. Our ambition is to at
INS523
INGLOT:
Conquering the World
05/2014-6028
This case was written by Zdenek Necas, PhD Candidate in Strategy, and Quy Nguyen Huy, Associate Professor of
Strategy, both at INSEAD. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. It draws both on company and publicly available information. Additional material about INSEAD case studies (e.g., videos, spreadsheets, links) can be accessed at cases.insead.edu. Copyright © 2014 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED,
IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER .
TRANSMITTED, REPRODUCED OR DISTRIBUTED
This document is authorized for use only by Adam Weaver in STRATEGY taught by Rami Matta, at Concordia University - Canada from January 2015 to July 2015.
For the exclusive use of A. Weaver, 2015.
As he checked his diary, with meetings lined up in Warsaw, Shenzhen, Milano and Berlin the following week, Zbigniew Inglot, Chairman of the Board of Polish cosmetics company
INGLOT, pondered its market expansion priorities. Given the strength of demand for
INGLOT’s cosmetics worldwide, it could chose to extend its presence in one of over 40 countries where its products were already available or to penetrate new markets across the globe. The range of options was surprisingly large considering INGLOT’s very limited advertising activity and the fact that it had been able to finance its growth from internal cash flow only. Having acquired a reputation as one of the highest quality, most innovative cosmetics companies in the world, offers were received every day from potential partners eager to become INGLOT’s distributors. Zbigniew Inglot commented:
“By the end of 2013 we will probably reach close to 270 stores outside of Poland, where we have almost 200 stores. Our ambition is to at