Abstract
SCA is one of Europe's largest pulp and paper companies. For 20 years, the company has adopted a strategy of acquisitions and disposals which permitted SCA to build a strong position in its area. Its three main product areas are hygiene products, packaging and forest products. 'Pulp and paper' is a mature industry. Consequently, SCA has adapted its strategy to focus on profitable and growing product areas. The problem raised by this case is: Does SCA have the best strategy for international expansion? SCA has a strong position in the area of hygiene products due to it's presence in Europe and United States. Its horizontal acquisition was a good idea because it permitted to reinforce its market power. Nevertheless, we think that the company must not continue its global expansion in a short term. The company must build strong brands. We believe that the company must take a new route to building the brand in this evolving environment. What is required is a more integrated, multi functional approach to brand planning that fuses superior customer insights, future economic potential, and reinforcing organizational capability.
