Rosinter Restaurants case study examines in depth the entrepreneurial project that started from one restaurant in 1990 in Moscow and grew to an international network of more than 300 restaurants by 2009 that operated in Russia, CIS countries, but also in Prague, Vienna and Bratislava. The company managed not only to survive the two economic crises (1998 and 2009), but also to become the market leader in Russian casual family dining with circa 15% of the market share. The exponential growth of Rosinter Restaurants was not achieved by 'luck' or 'being in the right place', but rather by a careful exploitation of synergies with the first business by the company founder, by the attention paid to the selection of the entry modes to the new regional and international markets, and putting together a dedicated management team and - last but not the least - by learning for the company's own mistakes. The company management, perfectly aware about the potential difficulties of internationalization in the food industry, was particularly attentive about the choice of new foreign markets for the company's expansion. Internationalization did not only bring extra revenues, but, with the internal costs benchmarking, also made the company’s management consider the efficiency of domestic operations.
Rosinter restaurants: growing by doing
ANNOUCHKINA, OLGA
2013
Abstract
Rosinter Restaurants case study examines in depth the entrepreneurial project that started from one restaurant in 1990 in Moscow and grew to an international network of more than 300 restaurants by 2009 that operated in Russia, CIS countries, but also in Prague, Vienna and Bratislava. The company managed not only to survive the two economic crises (1998 and 2009), but also to become the market leader in Russian casual family dining with circa 15% of the market share. The exponential growth of Rosinter Restaurants was not achieved by 'luck' or 'being in the right place', but rather by a careful exploitation of synergies with the first business by the company founder, by the attention paid to the selection of the entry modes to the new regional and international markets, and putting together a dedicated management team and - last but not the least - by learning for the company's own mistakes. The company management, perfectly aware about the potential difficulties of internationalization in the food industry, was particularly attentive about the choice of new foreign markets for the company's expansion. Internationalization did not only bring extra revenues, but, with the internal costs benchmarking, also made the company’s management consider the efficiency of domestic operations.
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