The D-case describes some of the results achieved within the first two years following the implementation of customer satisfaction initiative. Some of the results are impressive, others not.
The case also highlights some of the emerging issues and returns to the point of departure, the current situation with the Italian customer whose latest survey results point to a general improvement in overall satisfaction. The case raises the following questions: What is the good news and what is not? Where should Tetra Pak go from here?
Tetra Pak (A): The challenge of intimacy with a key customer
Summary
The A-case of this series describes a failed attempt to sell new packaging machinery to a key Italian customer facing declining sales and profits i...
2005 EFMD AWARD WINNER (Marketing)
Reference
IMD-5-0604
Copyright
©2002
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Tetra Pak (B): The customer satisfaction initiative
Summary
The B-case describes Tetra Pak's second proposal to its key Italian customer, a strategy that is finally accepted. At the same time an internationa...
2005 EFMD AWARD WINNER (Marketing)
Reference
IMD-5-0605
Copyright
©2002
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Tetra Pak (C): Implementing new initiatives
Summary
The C-case describes Tetra Pak's decision to implement the customer satisfaction survey among all its local operations worldwide. The case also lis...
2005 EFMD AWARD WINNER (Marketing)
Reference
IMD-5-0606
Copyright
©2002
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Tetra Pak (D): Results achieved (and the remaining issues)
Summary
The D-case describes some of the results achieved within the first two years following the implementation of customer satisfaction initiative. Some...
2005 EFMD AWARD WINNER (Marketing)
Reference
IMD-5-0607
Copyright
©2002
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
'Big Fix' at Starbucks: Will customers come back? The new CEO's first year
Summary
In September 2024, Starbucks' then-CEO was abruptly fired after 17 months in the role; the decision followed three quarterly drops in consumer traffic and declining operating revenues. The board then turned to Brian Niccol, a veteran fast-food com...
Reference
IMD-2687
Copyright
©2026
Copyright owner
IMD Copyright
Organization
Starbucks
Industry
Consumer Goods, Coffee
Available Languages
English
Contact
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Rustomjee Group: Positioning for a new market segment (A) (Paper version)
Summary
Founded in 1996, Rustomjee Group real estate developers has developed into a notable player and a well-known brand in the Mumbai Metropolitan Region (MMR). The case examines two flagship concepts – “Childhoods Available” and “My Spaces” – and shed...
Reference
IMD-7-1830-P
Copyright
©2016
Copyright owner
IMD Copyright
Organization
Rustomjee Group
Industry
Services, Real Estate;Construction and Engineering
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Rustomjee Group: Positioning for a new market segment (B) (Paper version)
Summary
Founded in 1996, Rustomjee Group real estate developers has developed into a notable player and a well-known brand in the Mumbai Metropolitan Region (MMR). The case examines two flagship concepts – “Childhoods Available” and “My Spaces” – and shed...
Reference
IMD-7-1831-P
Copyright
©2016
Copyright owner
IMD Copyright
Organization
Rustomjee Group
Industry
Services, Real Estate;Construction and Engineering
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Walk, don’t talk: How to survive culture wars
Summary
Global brands expert suggests simple ways for businesses to walk the tightrope between buzz and backlash in today’s divisive cultural and political landscape.
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Hilti Fleet Management: Driving a global transformation
Summary
The case describes Hilti's transformation from a premium tool maker to a solution provider in commercial construction, while keeping its innovation leadership. Confronting industry pain points such as lost tools, downtime, safety risks and thin margins, Hilti created Fleet Management FM. This subscription bundles NURON tools, repairs, loaners, theft coverage, and Hilti's ON!Track asset management system into predictable monthly payments. IoT connectivity delivers real-time insights on utilization, battery health and maintenance. Moving towards end-to-end optimization E2E, FM digitally connects warehouses, vans and administrative processes, unlocking measurable productivity and margin improvement. FM also operationalizes circularity: productivity analyses right-size tool parks often by 2030 fewer assets, tools are refurbished or donated for a second life, and non-usable materials are recycled via a global network of local partners. The case illustrates how business model innovations with global coverage necessitate fundamental organizational transformations that can take many years. It allows students to develop concise, concrete and convincing value propositions in a B2B market environment. It also facilitates a discussion on solution readiness offering, supplier, contract, and customer and the identification of a sustainable competitive advantage based on the VRIO framework.
Reference
IMD-2697
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Hilti
Industry
Manufacturing, Machinery
Available Languages
English
Contact
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The power of brand-led differentiation: What Vanzetti Engineering learned from luxury brands (B) (Video case)
Summary
This case series explores what companies can learn from luxury brands without becoming luxury brands themselves. The video B case features interviews with three Vanzetti Engineering executives: the marketing director, the CEO and owner and the chief commercial officer. With the shrinking of the automobile industry, the company has had to reposition itself in other industrial sectors where it is significantly smaller than the customers. Vanzetti Engineering embraced some of the codes of luxury branding according to what suited it and ignored others. The company discovered that although it was focused mostly on creating functional value, it had to dwell much more on emotional and societal value creation. The process of brand elevation required a complete cultural transformation, and one of the lessons from the case is that a brand is not a slogan but a way of being and of delivering value.
Reference
IMD-2696
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Vanzetti Engineering
Industry
Construction and Engineering;Manufacturing
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
The power of brand-led differentiation: What Vanzetti Engineering learned from luxury brands (A)
Summary
Survey after survey shows that executives think their business is in danger of being commoditized. This means their company is not able to differentiate sufficiently to command higher market prices and profits. Luxury brands, by contrast, are the opposite of commodity. Their whole approach to branding is based on desirability. This case series explores what companies can learn from luxury brands without becoming luxury brands themselves. The written A case gives a short background on Vanzetti Engineering, which is facing intensifying competition in an evolving marketplace, and launches the first question for discussion.
Reference
IMD-2688
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Vanzetti Engineering
Industry
Construction and Engineering;Manufacturing
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Has Nike lost its stride?
Summary
Set in 2024, the case describes the trajectory of Nike's success and how it had recently lost its way. The company was experiencing its worst slump in more than 10 years. Since 2020, CEO Donahoe oversaw a significant shift away from wholesale, wit...
The Case Centre Awards and Competitions 2026 - Outstanding Case Writer Award; 2025 John Molson MBA International Case Writing Competition Award Winner
Reference
IMD-7-2598
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Nike
Industry
Consumer Goods, Footwear
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Aluminium Cyclo Enterprises Malaysia: How to manage a supply chain disruption?
Summary
In 2024, the management of Aluminium Cyclo Enterprises (ACE), was concerned that the European Union (EU) export rules for ferrous and non-ferrous scrap were becoming more restrictive. Not just the EU, but close to 43 countries had restricted the e...
Reference
IMD-2665
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Aluminium Cyclo Enterprises Malaysia
Industry
Manufacturing, Metal Products
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Quiz: What are the pitfalls of marketing to women?
Summary
Women make more than 80% of purchasing decisions, but most brands struggle to reach, engage, and convert female customers. Do this short quiz to test your knowledge of marketing to women, and read on for tips on avoiding the pitfalls.
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Research Information & Knowledge Hub for additional information on IMD publications