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The Salim Group: The Art of Strategic Flexibility

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  • Marleen Dieleman

    (Leiden University School of Management, Gravensteen, Pieterskerkhof 6, 2311 SR Leiden, The Netherlands)

Abstract

This case describes the rise and fall of the Salim Group, a large Asian family business conglomerate based in Indonesia with a turnover of US$20 billion prior to the Asian financial crisis. During the Asian crisis, the diversified and international Salim Group was barely able to survive. The present CEO and president, Anthony Salim, was faced with the task of developing the new strategy for the Group. Rather than focussing on core businesses, he insisted on remaining flexible in order to capture whatever opportunities might arise in the Asian region, regardless of the products or services. The case is useful for the examination of strategy in a changing environment.

Suggested Citation

  • Marleen Dieleman, 2006. "The Salim Group: The Art of Strategic Flexibility," Asian Case Research Journal (ACRJ), World Scientific Publishing Co. Pte. Ltd., vol. 10(01), pages 1-25.
    • Handle: RePEc:wsi:acrjxx:v:10:y:2006:i:01:n:s0218927506000703
    DOI: 10.1142/S0218927506000703
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    Cited by:

    1. Toumbourou, Tessa D. & Dressler, Wolfram H. & Werner, Tim T., 2022. "Plantations enabling mines: Incremental industrial extraction, social differentiation and livelihood change in East Kalimantan, Indonesia," Land Use Policy, Elsevier, vol. 119(C).
    2. Marleen Dieleman & Wladimir Sachs, 2006. "Oscillating between a relationship-based and a market-based model: The Salim Group," Asia Pacific Journal of Management, Springer, vol. 23(4), pages 521-536, December.

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