CASE 14: Selena Group: Internationalizing through Multilocality

Sylwia Sysko-Romańczuk

A chapter in Entrepreneurial Icebreakers, 2015, pp 347-371 from Palgrave Macmillan

Abstract: Abstract On October 6, 2011, Krzysztof Domarecki, former CEO and now 77% majority shareholder and Supervisory Board Chairman of Selena Group, met the new CEO, Jaroslaw Michniuk, for his official handover. Selena Group was a Polish holding which offered, among other products, polyurethane assembly foam, silicone sealants and building adhesives in the Polish and foreign markets. A few months earlier, Domarecki had tendered his resignation from the post of CEO and begun his transfer to the Supervisory Board. As founder and CEO, he had achieved much over the past 19 years: 880 million PLN (€220 million) in annual revenues, the average operating profits (EBIT) and the average rate of revenue growth in the last six years stood at around 6% and 22.6% respectively despite the global economic slowdown. The company had gone from start-up to international business, thanks largely to Domarecki’s leadership and philosophy of “multi-local” internationalism. Now, Michniuk would take the reigns, marking the end of an era for the company, and the beginning of a new one.

Keywords: Foreign Market; Polyurethane Foam; Core Competence; Business Unit; Private Label (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-44632-9_20

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DOI: 10.1057/9781137446329_20

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