D3 is a private equity investor who took over AMT and intended a fast turnaround. The case is the exact mirror image of the A case, but written from the investor’s point of view to illustrate how subjective reality and perceptions may be. Several corporate governance dilemmas emerge when the investor got involved and when tough means were necessary to ensure a successful turnaround.
Automotive Machine Tool GmbH&CoKG (AMT) (A): From ailing family business to accelerating private equity?
Summary
AMT’s CEO faces several dilemmas when a private equity company as the new owner comes on board and triggers changes. Several corporate governance i...
Reference
IMD-3-1646
Copyright
©2006
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Automotive Machine Tool GmbH&CoKG (AMT) (B): How D3 turns around an ailing family business
Summary
D3 is a private equity investor who took over AMT and intended a fast turnaround. The case is the exact mirror image of the A case, but written fro...
Reference
IMD-3-1647
Copyright
©2006
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
6 Tips for Leaders - Reputation Building
Summary
Six ways leaders can shape corporate reputation building strategies within their organizations, drawing on key insights from a Bloomberg Media study.
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Leadership Thinking - Turbulent Business
Summary
To navigate a turbulent business environment, CEOs must understand their landscape and align leadership thinking priorities, advises IMD’s Michael Watkins.
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CO-RO (B): Weathering the storm
Summary
Case B describes the unprecedented challenges faced by CO-RO in 2020. The implementation of the sugar tax in its largest Middle Eastern market led to a near 50% volume drop in CO-RO’s sales, and Covid-19 lockdowns impacted the Asia-Pacific (APAC) region in particular. These events led to a dramatic drop in net sales and gross profit, forcing CO-RO to re-evaluate its growth strategy and implement cost-saving measures. By 2022, CO-RO faced further challenges with global supply chain disruptions and inflation due to the war in Ukraine. This required strategic decisions to stabilize and ensure future growth amid ongoing external pressures.
Reference
IMD-7-2640
Copyright
©2025
Copyright owner
IMD Copyright
Organization
CO-RO Group
Industry
Consumer Goods, Food and Beverage
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
CO-RO (A): Storm clouds forming
Summary
The CO-RO Group is a manufacturer of fruit-based still drinks, concentrates and ambient ice (home-freeze popsicles) headquartered in Denmark. Although production takes place in Denmark, most of its products are sold internationally, with the company relying on long-term local partners to convert and market the finished products. Historically, the company focused on markets in which fruit-based drinks were rare, which led to steady growth in line with GDP and population increases; 70% of sales and 80% of profits came from the Middle East. Set between 2015 and 2019, Case A describes the company’s “Shape for Growth” strategy, which aimed to reduce over-reliance on key markets and resulted in new market entries and over 150 new products. This strategy also mitigated the effects of the 2014-2016 oil price crisis. However, in 2019, Saudi Arabia’s announcement of a 50% sugar tax on sweetened beverages threatened to significantly reduce market volumes.
Reference
IMD-7-2590
Copyright
©2025
Copyright owner
IMD Copyright
Organization
CO-RO Group
Industry
Consumer Goods, Food and Beverage
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
TBC Group: Future proofing a history of success
Summary
The case explores TBC Bank Group’s remarkable journey from a small Georgian bank to a regional leader in digital financial services across Central Asia. Founded in 1992 with just US$500 in initial capital, TBC evolved into Georgia’s largest financial institution and pioneered into digital banking. The case highlights TBC’s strategic expansion into Uzbekistan, where it rapidly built a leading digital banking ecosystem. Students will analyze TBC’s international growth approach as it transformed customer experience, leveraged technology and built a sustainable competitive advantage through product diversification, strong organizational culture and operational agility. The case explores international market entry, digital transformation and aligning strategies with local market needs, highlighting how TBC’s focus on innovation drives its regional expansion.
Reference
IMD-2651
Copyright
©2025
Copyright owner
IMD Copyright
Organization
TBC Bank Group
Industry
Finance and Insurance, Banking
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Nestlé Health Science: Building a healthy future towards 2030
Summary
The board of Nestlé S.A. announced that Anna Mohl would become the CEO of Nestlé Health Science (NHSc) — a global leader in nutritional science — on 1 January 2024. She was delighted to hear about her new position but knew there was little time to...
Reference
IMD-7-2636
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Nestlé Health Science
Industry
Healthcare, Health and Medical Services;Healthcare, Pharmaceuticals
Available Languages
English
Contact
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Solving the puzzle of today’s multi-dimensional labor force
Summary
Gone are the days of the loyal company man or woman. Today’s workforce often includes a mix of freelancers, agency temps, and outside contractors. Here are four work models to keep these disparate elements happy and motivated.
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How to master the 6 skills of strategic thinking
Summary
Are you struggling to lead successfully in the face of relentless disruption and uncertainty? Now’s the time to master the art of strategic thinking, starting with these six key skills.
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Alcohol-free Drinks - Sober Serious - America
Summary
Warnings about alcohol’s harms by medical experts are nothing new. But the drinks industry is now taking sobriety seriously by investing in a growing range of alternative products.
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Are stakeholders making or breaking your strategy?
Summary
How an easy-to-use tool can help executives assess and manage the impact of stakeholders on the creation and destruction of value.
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