This case and video is an interview with Kees van der Graaf. He speaks about the start of the journey when he first became head of Unilever ICE and the complex challenges he saw lying ahead.
Unilever Ice Cream Europe (A): Taking on the challenges of complexity
Summary
In 2001 the profitability and market share of the Unilever Ice Cream Europe (ICE) business were under pressure. ICE was the leader in its industry,...
Reference
IMD-3-2082
Copyright
©2009
Copyright owner
IMD Copyright
Organization
Unilever
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Unilever Ice Cream Europe (A1): Starting conditions (transcript)
Summary
This case and video is an interview with Kees van der Graaf. He speaks about the start of the journey when he first became head of Unilever ICE and...
Reference
IMD-3-2083
Copyright
©2009
Copyright owner
IMD Copyright
Organization
Unilever
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Unilever Ice Cream Europe (B): The in-home mwb market dive
Summary
The B-case and video picks up the story of how Kees van der Graaf’s team started coming together to identify and tackle the key challenges ahead. T...
Reference
IMD-3-2084
Copyright
©2009
Copyright owner
IMD Copyright
Organization
Unilever
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Unilever Ice Cream Europe (C): Winning back at the office
Summary
The C-case and video is an interview with Kees van der Graaf. He speaks about the team’s return to the office following the market dive and how a r...
Reference
IMD-3-2085
Copyright
©2009
Copyright owner
IMD Copyright
Organization
Unilever
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Unilever Ice Cream Europe (D): Lessons (transcript)
Summary
The concluding case summarizes the key learning points from the journey, which can lead to discussions around how these lessons and the approaches ...
Reference
IMD-3-2086
Copyright
©2009
Copyright owner
IMD Copyright
Organization
Unilever
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Entrepreneurship through acquisition: Sébastien Perroud and the IAR Group
Summary
GENEVA (SWITZERLAND), AUGUST 2021. There was a lot at stake for Sébastien. This was the culmination of his 18-month NCA supported search journey to find a company to acquire. Instead of a single target, he was now faced with the prospect of acquiring 4 separate companies at once, consolidating them into a group. One, SAS, was bigger than the others but also faced significant financial issues. Hopefully he had identified three additional companies as acquisition targets, all profitable and with low levels of debt but individually a bit too small. Should he pursue all three as a single deal or add SAS for a four-company deal? In a last-ditch effort to figure out the best deal configuration, he ran some simulations about the potential returns of the group with and without the SAS turnaround. With those projections in hand, it was time to finalize the management buy-in proposal to present to the investment committee the following week.
Reference
IMD-7-2515
Copyright
©2024
Copyright owner
IMD Copyright
Organization
IAR Group
Industry
Finance and Insurance, Private Equity
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Mastercard 2023: Rewired for infinite optionality
Summary
In the 2010s, card processing – Mastercard’s flagship service – started showing signs of commodification as new, nimble players (typically, fintech startups thriving on digital) entered the payment processing space, and customer preferences evolved beyond plastic cards and traditional contact payments. To re-energize its central position and its ability to capture value, Mastercard – as the incumbent – had to make bold decisions. The case details Mastercard’s approach to conceptualizing and building a global platform ecosystem that upholds the principles and design elements of modularity (i.e. interoperability and scalability) and optionality. Today, Mastercard's services, based on application programming interfaces (APIs), integrate with a variety of platforms and offer flexibility to businesses that require customized payment solutions. All along, the company has accommodated a high level of internal disruption.
The case also explores the nature of Mastercard’s systematic collaboration with fintechs – players that often started out as competitors in specific parts of Mastercard’s value chain. It describes the company’s engagement with fintechs as fostering collaboration and co-creation and facilitating access; in other words, opening doors and sharing tools with partners. The case presents observations and quotes by CEO Michael Miebach, whose career trajectory at Mastercard – spanning Africa & Middle East experience, fintech partnerships, product management and the CEO role – sheds additional light on the philosophy and values that have driven the company’s transformation to a technology powerhouse and self-described original fintech.
Reference
IMD-7-2455
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Mastercard
Industry
Finance and Insurance, Financial Services
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Management myth-busters: Does culture really eat strategy for breakfast?
Summary
Culture eats strategy for breakfast is one of the most enduring truisms of management. But is it really the case? And what is culture anyway?
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Drei Ideen, um die Kostenexplosion im Gesundheitswesen wirklich zu dämpfen
Summary
The total costs of the Swiss healthcare system are rapidly approaching the CHF 100 billion mark per year. Now Switzerland is voting on November 24 on a further reform step. But that will not be enough. New ideas are needed.
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Research Information & Knowledge Hub for additional information on IMD publications
Strategy stack: An integrated approach to decision-making
Summary
The ways popular frameworks are used fall short in today’s rapidly changing environment. Here is a new way to make better-informed strategic choices.
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Research Information & Knowledge Hub for additional information on IMD publications
Bossard’s AI strategy for proven productivity (Cartoon case)
Summary
Bossard, a Swiss company founded in 1731, has successfully transitioned from a product-centric approach to one that offers services and solutions. It has achieved significant revenue growth despite economic challenges. Its brand promise, “proven p...
Reference
IMD-7-2575
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Bossard Holding
Industry
Manufacturing, Fasteners
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
The AI paradox: Will generative AI enhance or destroy the business model of 99designs.com? (Cartoon case)
Summary
99designs.com is a global platform connecting freelance designers with potential clients. The case study examines the potential impact of generative AI on 99designs’ business model. The platform uses a crowdsourcing approach that invites designers...
Reference
IMD-7-2505
Copyright
©2024
Copyright owner
IMD Copyright
Industry
Manufacturing, Graphic Design
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Putting the ‘G’ in ESG (and the ‘A’ in alpha)
Summary
Test your knowledge on ESG governance with our fun quiz! Learn how strong governance drives environmental and social success in investing. Take it now!
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Research Information & Knowledge Hub for additional information on IMD publications
How CEO’s drive saved car giant Ford from the scrapyard
Summary
Companies desperately in need of a turnaround in fortunes should take inspiration from the 2008 rescue mission by the then-new Ford boss Alan Mulally.
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Research Information & Knowledge Hub for additional information on IMD publications
Nature's ROI: Five key enablers for building a nature-positive business strategy
Summary
As the global environmental crisis reaches unprecedented levels, businesses face mounting pressure to act. But this challenge is also a major business opportunity. The companies that move quickly to tackle biodiversity loss will not only protect o...
Copyright
©2024
Copyright owner
Mixed Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications