Over many years, Henkel had built up a presence in most of the markets of Asia. Business was good, but considered insignificant by most executives at headquarters. Then at the end of the 1980s the company realized that it was missing out on market opportunities in the fast growing Asia Pacific region. After lengthy discussions, much analysis and many visits to the region by top management, it decided on a more aggressive strategy for Asia Pacific. This article describes the measures undertaken, particularly the establishment of a regional headquarters, to put Asia on the mind map of a complex multi-divisional company traditionally focused on Europe and America. © 1995.
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