Case Study

Royal FrieslandCampina: A moo-ger equals (B)

10 pages
December 2015
Reference: IMD-7-1600

In December 2007, two diary cooperatives – Campina and Royal Friesland Foods – based in The Netherlands decided to merge. The cooperatives both owned operating companies that were responsible for buying the milk of their members and transforming it into value-added dairy-based products. Despite their common Dutch origins, their operating companies – Campina BV and Royal Friesland Foods BV – had very different cultures. Cees ‘t Hart was appointed the CEO of the newly merged company and given ambitious cost cutting and growth targets. He faced a difficult economic climate and a changing landscape for the European-based dairy industry. ‘t Hart realized that to reach his targets, the merged company had to build a common culture. Yet he knew that the cultures of the founding companies were much different. How could he create a culture based on the best the two companies brought to the table?

Learning Objective
  • Culture change
  • Post-merger integration
  • Leadership
Team Leadership, Culture Change, Post-merger Integration
FrieslandCampina, Consumer Goods, Dairy
Field Research
© 2015
Available Languages
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