Irena Eris and Henryk Orfinger established their cosmetics company in 1983 in Poland, then still a communist country. Just 19 years later, in 2002, their business had grown from one employee and one product to 218 employees and 300 products. However it was still a small company in a highly competitive market, exposed to multinationals attacking from above and Polish low-cost producers from below. As the founders prepared for the 20th anniversary celebration the following year, they wondered what the future held in store for them. How could they ensure continued growth and success in the years to come?
Embracing circularity - Long-term profitability
Summary
Julia Binder and Manuel Braun delve into why a circular approach to business can help build more resilience and boost profitability.
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Abstract thinking: how artworks can sharpen decision-making
Summary
Peter Lorange explains how artworks support his decision-making process and can also help new businesses thrive.
Contact
Research Information & Knowledge Hub for additional information on IMD publications
How a new approach to demand planning can redefine success
Summary
Demand Planning Key Performance Indicators (KPIs) are frequently criticized for being too complex or irrelevant. However, an emerging approach is g...
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Navigating global and local strategies: FUCHS’ journey in China and what other businesses can learn about their approach
Summary
FUCHS SE's journey in China shows how its FUCHS2025 strategy balances global ambitions with local agility, leveraging local expertise for global in...
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Should Unilever pivot from being purpose-led?
Summary
The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of business sustainability. Paul Polman was a pioneer who introduced the idea that, by addressing social and environmental problems, a company can unlock new growth opportunities. Polman launched a 10-year Sustainable Living Plan with three objectives: to enhance health and well-being, livelihoods and environmental sustainability. Alan Jope followed in Polman’s path and launched a novel plan for the new decade called The Unilever Compass, focused on sustainability. Unilever took a strategic turn during Jope’s tenure and asked the brands to use their products to solve social issues. He called this “purpose-led branding,” which confused investors. They believed social branding would take the company’s focus away from growth. Tensions were high at Unilever and resulted in a change in leadership. The company wants to focus on growth, which raises questions about the future of corporate sustainability at Unilever.
Reference
IMD-7-2578
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Unilever
Industry
Consumer Goods
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
How to navigate our future world order - Maha Hosain Aziz
Summary
In a post-pandemic era shaped by wars, climate change, and new technologies, Maha Hosain Aziz outlines the main risks and shock events that could d...
Contact
Research Information & Knowledge Hub for additional information on IMD publications
How Boeing lost altitude
Summary
The case study examines recent aviation safety concerns at Boeing, focusing on manufacturing issues, leadership decisions and regulatory oversight. It traces Boeing’s trajectory since the McDonnell Douglas merger in 1997, highlighting the changes in the engineering culture and outsourcing strategy that affected the production quality of the 787 Dreamliner and the 737 MAX aircraft. The case also explores how leadership decisions prioritized cost-cutting over quality, leading to inconsistencies and delays. Then the case discusses the 737 MAX, which was grounded after two major crashes in 2018 and 2019. Investigations by the Federal Aviation Administration (FAA), the Department of Justice and a Senate Committee found defects in the MCAS flight control system and flaws in the safety certification. The case study explores the leadership actions of CEOs McNerney, Muilenburg and Calhoun, who decisively shaped the nature of the company.
Reference
IMD-7-2588
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Boeing
Industry
Travel and Leisure, Airlines and Aviation
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
UrbanLuxe Cosmetics: Embracing S&OP/IBP
Summary
The case is seen through the eyes of the newly appointed supply chain director at a cosmetics company based in Berlin. The general manager has task...
Reference
IMD-7-2572
Copyright
©2024
Copyright owner
IMD Copyright
Organization
UrbanLuxe Cosmetics (Invented name)
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Metalshub: A steely approach to launching a B2B metal trading platform
Summary
Few Business to Business (B2B) marketplaces have succeeded. Metalshub has successfully combined a software platform as a service, with a marketplace matching supply and demand for raw materials used in the Metals and Mining industries. Through innovative pricing and business models, the company has managed to scale its operations in a short timeframe.
Reference
IMD-7-2457
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Metalshub
Industry
Materials, Metals and Mining
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Contabilizei: Freeing entrepreneurs from Brazil’s tax complexity
Summary
The case focuses on Contabilizei, a Brazilian startup providing online accounting services for small and medium-sized enterprises (SMEs). The case study delves into the challenges faced by the company’s founder and CEO, Vitor Torres, as he navigated Brazil’s complex social and economic landscape. Issues such as Brazil’s byzantine tax system, disparate educational quality and accessibility, and the high cost of doing business in the country are explored. Despite these barriers, Contabilizei demonstrated impressive growth, transforming digital innovation into standardized services. However, the rise of competitors and persistent profitability concerns prompt Torres to thoroughly explore future strategies to maintain market leadership and improve financial performance. The case provides an in-depth analysis of Brazil’s entrepreneurial ecosystem, examining its business, educational, legal and infrastructural realities and their implications for startups as well as the difficult step for startups to become established companies.
Reference
IMD-7-2546
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Contabilizei
Industry
Finance and Insurance, Financial Services
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications