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Case Study

Rieter (C): Adding value from the center

By Werner Ketelhöhn and Richard Mcerlean

6 pages

June 1998

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Reference: IMD-3-0727

The last case in this trilogy brings everything together and brings the reader up to the present day. The candidate proposed at the end of “The Leadership Decision” has grown the Unikeller division exponentially. In the end, the little company that was bought in 1984 is now making more money than Rieter’s core business of textile machinery. The tail is now wagging the dog. Kurt Feller, only a few years from retirement as CEO and Chairman, has to decide what he should do with his company, which has, in a sense, grown into two separate 1 billion Sfr.-a- year companies under the Rieter umbrella.

Keywords

Growth, Automotive Soundproofing

Settings

Switzerland
1984-1994

Type

Field Research

Available Languages

English

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This case study is part of a series

Rieter (A): Diversify or focus
Rieter (B): The leadership decision
Rieter (C): Adding value from the center

This case study is part of a series

Rieter (A): Diversify or focus
Rieter (B): The leadership decision
Rieter (C): Adding value from the center

Rieter (A): Diversify or focus

By Werner Ketelhöhn and Richard Mcerlean
Case reference: IMD-3-0725 ©1997

Summary

In this case, the 200 year-old textile machinery company considers a future strategy in order to hedge against fluctuations in the textile machiner...

Reference IMD-3-0725

Available Languages English

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Rieter (B): The leadership decision

By Werner Ketelhöhn and Richard Mcerlean
Case reference: IMD-3-0726 ©1997

Summary

This case begins with the acquisition of Unikeller and follows the growth of the company over the ten years after the acquisition. Finally a point ...

Reference IMD-3-0726

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Rieter (C): Adding value from the center

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