The case follows Oliver Freiland, a former Roland Berger consultant with a successful corporate career, in his quest for the right acquisition target. In 2015 Oliver finally took a leap of faith to buy his way into entrepreneurship by acquiring HeliService, a provider of offshore helicopter operations for wind farms in the North Sea, with the help of Hans-Peter Kauderer, a family friend and accomplished entrepreneur. The transaction did not go as smoothly as envisioned but did close in August 2016. Oliver then proceeded to add new revenue streams to the marginally profitable entity, such as third-party maintenance and new markets to expand into. The Covid-19 pandemic wreaked havoc with the firm’s operations but when the health crisis was over, the competitive landscape had also changed for the better. Olivier repositioned the company, winning back contracts previously lost in a price war. With a profitable company, it was time to turn to the next issue. Oliver’s investment partner was now over 80 years old and considering an exit. How could Oliver engineer a liquidity event for his partner? What were his options and how could he best prepare the company and himself for that next stage? He was still fully committed to the firm and its bright future, so a trade sale was not particularly appealing. What kind of deal could he put together to keep the dream alive and himself in the driver seat?
Once again, Donald Trump has promised bold yet unspecified moves that will add to the uncertainty facing executives. Business leaders must cut through the "policy fog" by focusing on what the re-elected President can actually control, comprehensiv...
The mention of geopolitics leads many to ask how company strategies are being reformulated to capitalize on what's left of globalization. But this overlooks a critical prior question: what's the best way for firms to track and assess geopolitical ...
Here are three strategic lessons from the tramp shipping industry.
Shipping is a unique industry, and tramp shipping is a niche sector within it. Yet, in an age of growing market disruption and uncertainty, it has some key lessons for strategic management in other industries.
Most annual predictions fail to provide actionable insights for executives. Here are two approaches to better discern the implications for your business.
Companies need clear guidance to achieve sustainable business transformation. A practical roadmap identifying drivers for effective change can make success more likely.
Strategic thinking is widely acknowledged as a critical leadership capability, yet many executives struggle to consistently prioritize it.
The increasing pace of disruption and change means leaders need to cultivate behaviors that support their sustained success. From building strategic flexibility to broadening stakeholder connections, here is our expert guide to leading in an age o...
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications