Great Eastern Toys dolled up its management plan in 1996, to focus on expanding sales. Its plan, however, didn’t face up to the potential problem of working with other currencies, which is was forced to do in 1998. Its banker pointed out that the depreciation of the European currencies during the previous two years had resulted in substantial lost income. Although this is a ficticious company, this toy story has real relevance to globalisation issues. In this case study, INSEAD Professors Gabriel Hawawini and Lee Remmers discuss the toy company’s policy options in the international trade playground.
Authors: Gabriel Hawawini, Lee Remmers
Subjects: Finance, International
Company: Great Eastern Toys