Case Study

Taking charge at Inter Drinks Company (R1)

38 pages
October 1988
Reference: IMD-3-0407

The Managing Director of a regional bottling company (SF30 million in sales) in Switzerland must identify priority areas for management decisions in order to remain competitive . Three key functional managers (Production, Marketing, Finance) have presented important issues: to invest in a new bottling line, to improve salesforce effectiveness and to use more computer facilities. He must also do something about “civil service” mentality amongst his staff.

Keywords
Turnaround
Settings
Switzerland
1982
Type
Field Research
Copyright
© 1997
Available Languages
English
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