Describes a company to split an unwritten cordial agreement between the three Australian paper manufacturer the domestic market has broken three ways by market segment. The company still permeates the “territory” with advanced technology, quality, and poor environmental record mainly to protect by the use of another company before retaliation. The defender is not able, by capacity as public pressure denies it the ability to add capacity and upgrade the reply … Read more »

Describes a company to split an unwritten cordial agreement between the three Australian paper manufacturer the domestic market has broken three ways by market segment. The company still permeates the “territory” with advanced technology, quality, and poor environmental record mainly to protect by the use of another company before retaliation. The defender is not able, by capacity as public pressure denies it the ability to add capacity and upgrade the technology to respond. After winning a large part of the market, and having successfully launched a new product recycle paper, the intruder is now taking into account the financial, strategic and ethical issues of further expansion.
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from
David M. Upton,
Joshua D. Margolis
Source: Harvard Business School
22 pages.
Release date: 07 December, 1990. Prod #: 691 041 PDF-ENG
Australian Paper Manufacturers (A) HBR case solution