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Case Study

Stelton (C): When competition awakens

By Benoit F. Leleux and Barbara Scheel Agersnap

6 pages

May 2008

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Reference: IMD-3-1965

By January 2008, Michael’s turnaround plan had been fully implemented. Stelton’s new structure was firmly in place, with a renewed focus on design and marketing, and increased reliance on external suppliers for production. The new strategy was well under way, the required investments had been made and the results were beginning to show. It was now time for Michael to create truly sustainable growth going forward. The full year estimate for net sales in 2007 would approach DKK 142 million, with estimated earnings after tax of around DKK 20 million. Over the last couple of years more and more companies had been capitalizing on the Scandinavian design trend. The competition was toughest in Denmark itself, where many well-known brands vied to represent Scandinavian design, many of them also developing attractive shop-in-shops concepts in very much the same locations as Stelton. Several of these brands were also targeting the same export markets, especially Scandinavia and Germany.

Learning Objective

Turnaround strategies, growth management.

Keywords

Buyout, Turnaround, Design, Growth Management, Cookware

Settings

Scandinavia, Denmark
2004

Type

Field Research

Available Languages

English

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This case study is part of a series

Stelton (A): Buyout opportunity?
Stelton (B): Turning the company around
Stelton (C): When competition awakens

This case study is part of a series

Stelton (A): Buyout opportunity?
Stelton (B): Turning the company around
Stelton (C): When competition awakens

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