The (A) case describes a classic crisis situation. A new executive is brought in to lead a company in big trouble. It is suffering from falling profits, low employee morale, falling market share, and a demoralized management team. The previous chief executive had responded to these challenges by simultaneously investing in new and innovative products, and rigorously cutting costs. The new executive spends some time listening to the employees and, at the end of the case, must decide what to do, and convince his management team to follow him.
Nestlé Ecuador (A): Managing through a crisis
Summary
The (A) case describes a classic crisis situation. A new executive is brought in to lead a company in big trouble. It is suffering from falling pro...
Reference
IMD-7-1584
Copyright
©2014
Copyright owner
IMD Copyright
Organization
Nestlé
Industry
Consumer Goods, Food and Beverage
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Nestlé Ecuador (B): Finding a simple answer
Summary
The (B) case shows the new executive’s diagnosis of the problems affecting Nestlé Ecuador. Chief among these problems is excessive amounts of compl...
Reference
IMD-7-1585
Copyright
©2014
Copyright owner
IMD Copyright
Organization
Nestlé
Industry
Consumer Goods, Food and Beverage
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications