HomeResearch & Knowledgeback to HomeEntrepreneurshipback to Research & KnowledgeDrinkotec: Changing a company, changing a life (B): Taking the leapback to Entrepreneurship

Case Study

Drinkotec: Changing a company, changing a life (B): Taking the leap

By Jim Pulcrano, Giancarlo Luchetta Bedin, Srinivas Reddy (Srini) Mamidi, Anton Rozhkovskiy and Bakel Walden

8 pages

August 2023

Order this case study

Reference: IMD-7-2487

The deal is closed; Franck-Erik Flegbo and Cyril Le Terrien become the owners of Drinkotec but discover that the existing team doesn’t really have the capabilities or culture to innovate. The Covid-19 pandemic hits, and they discover that their customers need Drinkotec’s help.

Learning Objective

Creating a new culture
Leading change

Keywords

Business to Business, Digital Transformation, Entrepreneurship, Leadership, Sustainability, Beverage, Digital, Transformation, Risk, Scaling, Internet of Things, Industry Infrastructure, Industry Innovation, Sustainable City, Sustainable Community, Responsible Consumption, Responsible Production

Settings

Europe, Switzerland
Drinkotec, Consumer Goods, Food and Beverage, Travel and Leisure, Hotels and Restaurants, Travel and Leisure, Catering
2015-2023

Type

Field Research

Available Languages

English

Related material

Teaching note

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

Drinkotec: Changing a company, changing a life (A): Daring to change
Drinkotec: Changing a company, changing a life (B): Taking the leap
Drinkotec: Changing a company, changing a life (C): Dream big or go home

This case study is part of a series

Drinkotec: Changing a company, changing a life (A): Daring to change
Drinkotec: Changing a company, changing a life (B): Taking the leap
Drinkotec: Changing a company, changing a life (C): Dream big or go home

Drinkotec: Changing a company, changing a life (B): Taking the leap

By Jim Pulcrano Giancarlo Luchetta Bedin Srinivas Reddy (Srini) Mamidi Anton Rozhkovskiy and Bakel Walden
Case reference: IMD-7-2487 ©2023

Summary

The deal is closed; Franck-Erik Flegbo and Cyril Le Terrien become the owners of Drinkotec but discover that the existing team doesn’t really have ...

Reference IMD-7-2487

Organization Drinkotec

Industry Consumer Goods, Food and Beverage;Travel and Leisure, Hotels and Restaurants;Travel and Leisure, Catering

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Entrepreneurship

Business to Business

Digital

Leadership

Sustainability

Browse all topics

Related content

Case Study

Drinkotec: Changing a company, changing a life (C): Dream big or go home

It is now four years later, and Drinkotec is scaling up fast. They’ve had to make some tough decisions in order to focus, have the best people and ...

Entrepreneurship Business to Business Digital Leadership Sustainability

By Jim Pulcrano, Giancarlo Luchetta Bedin, Srinivas Reddy (Srini) Mamidi, Anton Rozhkovskiy and Bakel Walden

Case Study

Drinkotec: Changing a company, changing a life (A): Daring to change

Franck-Erik Flegbo and Cyril Le Terrien were already successful executives in a major multinational when they decided that it was time to dream, an...

Entrepreneurship Business to Business Digital Leadership Sustainability

By Jim Pulcrano, Giancarlo Luchetta Bedin, Srinivas Reddy (Srini) Mamidi, Anton Rozhkovskiy and Bakel Walden

Keep reading

Video

Sustainable Transformation - Strategy - Leadership

Aligning purpose with profit, fostering innovation, and building resilience can transform sustainability challenges into business opportunities.

Sustainability

By Julia Binder and Knut Haanaes

in I by IMD

Article

How Natura &Co and other eco-pioneers sowed the seeds of positive change

The Brazilian cosmetics company works with Amazonian communities to promote sustainable business practices. Respecting nature, upholding communities as key stakeholders, addressing social issues, and focusing on results are essential components of...

Sustainability

By Robert Chatwin and Sophie Bacq

in I by IMD

Article

Business and Science - Partners for sustainability

Business sustainability can be promoted by reconciling corporate objectives with scientific insights.

Sustainability

By Amanda Williams, John N. Parker, Steve Kennedy and Gail Whiteman

in I by IMD

Case Study

The five types of negotiators: Understanding diverse negotiator styles

Negotiation Coaching Communication General Management Leadership Value Creation

By Michael D. Watkins

Case Study

Sheng Siong Supermarket in Singapore: A unique values-based advantage?

Family Business Customer Centricity Leadership

By Marleen Dieleman, Yunfei Feng and Yu Jing Gan

Case Study

SURFing the TSUNAMI: A framework for assessing and adapting in turbulent times

Future Readiness Agility Business Transformation Leadership

By Michael D. Watkins

Article

The ‘responsibility paradox’ in era of sharecropper capitalism

Many new businesses have emerged in recent years with few employees, no roots in the community, and heavily reliant on Big Tech for survival.

Disruption Leadership Technology Management

By Jerry Davis

in I by IMD

Video

Lessons from a legacy: Keeping business and family in balance to create a multigenerational enterprise

Bruce Grossman shares his family’s journey from mining to building Arca Continental, Latin America's second-largest Coca-Cola bottler, and their commitment to legacy and impact.

Business Transformation Entrepreneurship Family Business Supply Chain

By Peter Vogel

in I by IMD

Case Study

GreenGro (B): SURFing the TSUNAMI

Future Readiness Agility Business Transformation Leadership

By Michael D. Watkins

AllSaints: Balancing the heart and head for sustainable results

By Susan Goldsworthy and Nancy Lane
Case reference: IMD-7-2463 ©2024

Summary

While retail company AllSaints had delivered a great performance in 2022 – with revenues of £470 million – it faced multiple challenges. First, keeping stores open was a fundamental strategy for the company to connect to customers and deliver a better employer proposition, but foot traffic had not returned to pre-pandemic levels and stores were not profitable. Second, the customer service department had experienced increased calls due to the digital channel and had requested more staff. However, it experienced a high turnover. Finally, the management team had agreed in mid-2021 to transition the customer service role away from the central team and toward stores but nothing had happened yet, resulting in a heavy customer workload on Black Friday. The case explores how AllSaints CEO Pete Wood examined and worked to resolve these issues.

Reference IMD-7-2463

Organization AllSaints

Industry Consumer Services, Retail

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Browse all topics

The five types of negotiators: Understanding diverse negotiator styles

By Michael D. Watkins
Case reference: IMD-7-2596 ©2024

Summary

This note, designed for use in sessions and programs on negotiation, explores five distinct negotiator types: competitor, collaborator, strategist, innovator and problem solver. Each type has unique characteristics, strengths and weaknesses that come into play in negotiation scenarios. The competitor is assertive and results-focused, excelling in crises but potentially struggling with long-term relationships. The collaborator seeks win-win outcomes and thrives in complex negotiations. The strategist is analytical and methodical, focusing on long-term outcomes. The innovator is adaptable and creative, finding unique solutions in dynamic environments. The problem solver is practical and efficient, focusing on workable solutions. The note provides detailed profiles of each type, including their approach, assumptions, strengths and weaknesses, and it also makes recommendations for improvement. It offers guidance on identifying these types and suggests strategies for effectively negotiating with each one. A comparative analysis explores how the types differ in primary focus, approach to conflict, and risk tolerance. The framework builds upon previous negotiation models while offering a more comprehensive and actionable categorization. It also discusses cultural considerations in negotiation styles and includes a self-assessment tool to help readers identify their own negotiation style.

Reference IMD-7-2596

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Negotiation

Coaching

Communication

General Management

Leadership

Value Creation

Browse all topics

Sheng Siong Supermarket in Singapore: A unique values-based advantage?

By Marleen Dieleman Yunfei Feng and Yu Jing Gan
Case reference: IMD-7-2589 ©2025

Summary

Founded by Lim Hock Chee in 1985, Sheng Siong has evolved from a humble grocery store into a leading supermarket chain in Singapore, renowned for its cost-effective pricing and commitment to customer satisfaction. Mr Lim’s unique philosophy, which emphasizes self-cultivation, perseverance and positivity, has been instrumental in shaping Sheng Siong’s culture and driving its success. Under his guidance, Sheng Siong has grown to over 74 stores, expanded into China and embraced digital innovation while staying true to its heartland roots. However, with evolving consumer behavior and increasing competition from online platforms, Sheng Siong faces new challenges. Can Mr Lim’s philosophy continue to inspire innovation and guide Sheng Siong toward sustained growth and success in the future?

Reference IMD-7-2589

Organization Sheng Siong Group

Industry Consumer Services, Retail

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Family Business

Customer Centricity

Leadership

Browse all topics

SURFing the TSUNAMI: A framework for assessing and adapting in turbulent times

By Michael D. Watkins
Case reference: IMD-7-2629 ©2024

Summary

This technical note introduces two powerful frameworks for navigating complex, rapidly changing business environments: TSUNAMI and SURF. The TSUNAMI framework provides a comprehensive tool for assessing external challenges across seven dimensions: technological disruption, socio-economic shifts, upheaval potential, network vulnerability, accelerating climate impacts, market transformation, and impact intensity. The SURF framework complements this by focusing on developing adaptive organizational capabilities: strategic thinking, unified ecosystem leadership, resilient organization and flexible tenacity. The note offers detailed explanations of each framework, practical assessment tools and guidance on their application. It serves as a standalone resource for leaders and organizations seeking to enhance their ability to thrive in turbulent times. Additionally, it provides the theoretical foundation for the GreenGro case series (A) and (B) (IMD-7-2627 and IMD-7-2628), which illustrates the practical application of these frameworks in a real-world scenario. Whether used independently or in conjunction with the GreenGro cases, this technical note equips readers with valuable tools for systematic analysis of complex business environments and development of adaptive organizational capabilities. It is designed to be relevant across various industries and applicable to different levels of management education, from advanced undergraduates to executive education participants.

Reference IMD-7-2629

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Future Readiness

Agility

Business Transformation

Leadership

Browse all topics

Related topics

Disruption

Leadership

Technology Management

Browse all topics

Lessons from a legacy: Keeping business and family in balance to create a multigenerational enterprise

By Peter Vogel
in I by IMD

Summary

Bruce Grossman shares his family’s journey from mining to building Arca Continental, Latin America's second-largest Coca-Cola bottler, and their commitment to legacy and impact.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Business Transformation

Entrepreneurship

Family Business

Supply Chain

Browse all topics

GreenGro (B): SURFing the TSUNAMI

By Michael D. Watkins
Case reference: IMD-7-2628 ©2024

Summary

The GreenGro (B) case study is a follow-up to GreenGro (A) and details how the company applied the TSUNAMI and SURF frameworks to address its complex challenges. The case illustrates the practical implementation of these frameworks, introduced in the technical note “Surfing the TSUNAMI: A framework for assessing and adapting in turbulent times” (IMD-7-2629). The case details how GreenGro's leadership team systematically analyzed their external environment using the TSUNAMI framework, identifying key challenges in areas such as technological disruption, socio-economic shifts and climate impacts. It then showcases how the company focused on developing its internal adaptive capabilities using the SURF framework, focusing on strategic thinking, unified ecosystem leadership, resilient organization and flexible tenacity. By presenting GreenGro’s strategic responses and the outcomes of its decisions, this case provides students with a real-world example of how organizations can navigate turbulent business environments. It offers insights into the process of translating framework-based analysis into actionable strategies and the challenges of implementing significant organizational changes.

Reference IMD-7-2628

Organization GreenGro (Fictionalized)

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Future Readiness

Agility

Business Transformation

Leadership

Browse all topics