HomeResearch & Knowledgeback to Homeback to Research & KnowledgeBata India limited (B): Turnaroundback to

Case Study

Bata India limited (B): Turnaround

By Charles Dhanaraj and Ivy Buche

11 pages

December 2014

Reference: IMD-7-1625

Case B describes the four-phase turnaround strategy implemented by the Managing Director Marcelo Villagran that transformed Bata India from a position of bankruptcy in 2005 into a profitable enterprise in 2010. Significant changes had been made in setting the strategic direction of the company, revamping the product portfolio, managing unionism, streamlining production and sourcing networks, as well as remodeling retail operations and marketing tactics. At the end of 2011, Marcelo completed his tenure and passed on the reins of the company to Rajeev Gopalakrishnan. For Rajeev, the challenge was not only to sustain the success of Bata India but also to chart the future path of the company.

Learning Objective

1) Understanding organizational performance in the context of an emerging market (India); 2) Developing skills in diagnostic analysis and action plan formulation for organizational turnaround; 3) Understanding the underlying reasons behind the poor industrial relations and consumer orientation of firms in emerging markets; 4) Building change plans for improving labor productivity and consumer orientation in poorly performing firms.

Keywords

Strategy Implementation, Organizational Change, Transformation, Brand Positioning, Union, Management

Settings

Asia, India
Bata Shoes, Consumer Services, Retail, Consumer Goods, Footwear
2005-2011

Type

Field Research

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

Keep reading

Article

Optimizing omnichannel assortments and inventory provisions under the multichannel attraction model

Assortment optimization presents a complex challenge for retailers, as it depends on numerous decision factors. Changes in assortment can result in demand redistribution with multi-layered consequences. This complexity is even more pronounced for ...

General Management

By Andrey Vasilyev, Sebastian Maier and Ralf W. Seifert

in European Journal of Operational Research

August 2025, vol. 324, no. 3, pp. 799-813, https://doi.org/10.1016/j.ejor.2025.01.035

Article

Learn how to breathe well to find emotional balance

Leaders can feel less stressed and improve decision-making if they learn the art of conscious breathing.

Trade Tensions - Competitiveness - Fabian Grimm

In a time of trade tensions, Fabian Grimm explains why recognizing deeper patterns of adaptation matters more than winning headlines in economic negotiations.

Four-Step Framework - Expertise Into Audience

Robert Vilkelis shares a four-step framework to help translate your expertise into audience impact in part two of his series on effective communication for leaders.

By Robert Vilkelis

in I by IMD

Article

Family Enterprise Governance - Family vs Non-Family

Family enterprise governance is vital for success, yet too much family involvement in these systems may undermine their effectiveness and long-term stability.

Rethinking responsibility - Climate Justice

Cass R Sunstein joins IMD’s Julia Binder to discuss rethinking responsibility in climate justice, innovation, global equity, and the moral duty of rich nations.

Sustainability

By Julia Binder and Cass R. Sunstein

in I by IMD

Video

Unilever’s ‘crown jewel’ - Preparing for India’s $5tn economy

Firing on all engines, Unilever’s ‘crown jewel’ is scaling digital, talent, and strategy to lead growth in India’s fast-approaching $5tn economy.

Change Management Digital Economics Strategy

By Jean-François Manzoni

in I by IMD

Article

Does Your Brain Need A Tune-Up? - Take The Test

Uncertainty affects your brain in powerful ways. Does your brain need a tune-up? Take this test to find out and unlock better thinking under pressure.

How to navigate the transition from scientist to leader

Outgrowing the “scientist” label? Camille Henderson-Davis offers a roadmap to help you navigate this career shift and lead with clarity and confidence.

Leadership

By Camille Henderson-Davis

in I by IMD

Article

How to navigate the transition from scientist to leader

Have you reached a point in your career where “scientist” no longer captures the value you bring to your organization? It’s an exciting milestone, but it can also present challenges you feel unprepared to manage. Camille Henderson-Davis sets out a...

Leadership

By Camille Henderson-Davis

in I by IMD Brain Circuits

29 July 2025

Optimizing omnichannel assortments and inventory provisions under the multichannel attraction model

By Andrey Vasilyev Sebastian Maier and Ralf W. Seifert
in European Journal of Operational Research August 2025, vol. 324, no. 3, pp. 799-813, https://doi.org/10.1016/j.ejor.2025.01.035

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications