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    Case Study

    Campari (A): A cocktail of organic and external growth

    By Salvatore Cantale and Edwin Wellian
    15 pages
    June 2018
    Order this case study
    Reference: IMD-7-1995

    When Luca Garavoglia became chairman of the Campari Group at the age of 23 following the death of his father, he immediately adopted a strategy of fast growth through acquisitions. Over the next 24 years, Campari acquired 26 companies, spending over €3 billion and establishing its own distribution network in 20 countries. This two-part case series describes how Campari transformed from a single-brand local Italian company to an important player in the global spirits industry with over 50 premium brands distributed in over 190 countries. CASE A follows Campari on its journey from 1994 to 2018, providing an overview of its history, business strategy, market place, trends and competitive landscape. learning objective: The case describes the successful transformation and survival of Campari as a small player among “giants” in a niche sector of the spirits industry. It can be used for class discussion on different business and social topics, such as: 1)Business strategy (SWOT, Porter’s 5-forces); 2) Globalization (from local to global); 3) Growth through M&As (value creation, synergies); 4) Family-owned businesses (conflict of interest, strategic fit); 5) Marketing strategy (market trends, ethical role of marketeers).

    Learning Objective
    • The case describes the successful transformation and survival of Campari as a small player among “giants” in a niche sector of the spirits industry. It can be used for class discussion on different business and social topics, such as:
      • Business strategy (SWOT, Porter’s 5-forces)
      • Globalization (from local to global)
      • Growth through M&As (value creation, synergies)
      • Family-owned businesses (conflict of interest, strategic fit)
      • Marketing strategy (market trends, ethical role of marketeers)
    Keywords
    Strategy, Business Strategy, Mergers and Acquisitions, Company Value, Valuation, Trading, Discounted Cash Flow, Globalization, Family Business, Ethics, Marketing, Alcohol, Legislation
    Settings
    World/global, Italy
    Campari Group, Consumer Goods, Food and Beverage
    1994 - 2018
    Type
    Published Sources
    Copyright
    © 2018
    Available Languages
    English
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    This case study is part of a series
    • Campari (A): A cocktail of organic and external growth
    • Campari (B): Buying a blend of family business and orange liqueur
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    This case study is part of a series
    • Campari (A): A cocktail of organic and external growth
    • Campari (B): Buying a blend of family business and orange liqueur
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    Campari (A): A cocktail of organic and external growth
    By Salvatore Cantale and Edwin Wellian
    Case reference: IMD-7-1995 ©2018
    Summary
    When Luca Garavoglia became chairman of the Campari Group at the age of 23 following the death of his father, he immediately adopted a strategy of ...
    Read more
    Reference IMD-7-1995
    Copyright ©2018
    Copyright owner IMD Copyright
    Organization Campari Group
    Industry Consumer Goods, Food and Beverage
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
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    Family Business
    Browse all topics
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    Organization Daikin Industries
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    Available Languages English
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    Case reference: IMD-7-2619 ©2024
    Summary
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    Organization Daikin Industries
    Industry Consumer Goods, Home Appliances
    Available Languages English
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    Daikin’s success in the Chinese air conditioning market serves as a compelling case study in strategic adaptation and collaboration. Following its entry into the market in the 1990s, Daikin faced formidable competition from well-established domestic brands like Gree and Midea. Despite the initial challenges of breaking through in a fragmented and competitive landscape, Daikin’s innovative inverter technology became a distinguishing feature of its product offerings. The watershed moment in Daikin’s trajectory occurred in 2008 when it formed a strategic partnership with Gree, China’s largest air conditioner manufacturer. This collaboration enabled Daikin to tap into Gree’s expansive distribution network and manufacturing expertise, significantly enhancing its own market reach. The partnership proved mutually beneficial; Gree capitalized on Daikin’s advanced inverter technology while Daikin secured a foothold in a market driven by increasing consumer demand for energy-efficient solutions. By 2012, inverter air conditioners claimed over 60% of the Chinese market share, a figure that surged to over 90% by 2024, illustrating the success of their joint efforts. Furthermore, Daikin’s commitment to sustainability was manifested in its pioneering use of HFC-32 refrigerant, known for its low global warming potential. By openly licensing HFC-32 patents globally, Daikin not only positioned itself as an environmental leader but also fostered industry-wide innovation. This case highlights the critical importance of strategic partnerships and innovation in overcoming competitive challenges and underscores Daikin’s role as a transformative force in the global air conditioning market.
    Reference IMD-7-2620
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization Daikin Industries
    Industry Consumer Goods, Home Appliances
    Available Languages English
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