Li-Ning: Make the change

The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of business sustainability. Paul Polman was a pioneer who introduced the idea that, by addressing social and environmental problems, a company can unlock new growth opportunities. Polman launched a 10-year Sustainable Living Plan with three objectives: to enhance health and well-being, livelihoods and environmental sustainability. Alan Jope followed in Polman’s path and launched a novel plan for the new decade called The Unilever Compass, focused on sustainability. Unilever took a strategic turn during Jope’s tenure and asked the brands to use their products to solve social issues. He called this “purpose-led branding,” which confused investors. They believed social branding would take the company’s focus away from growth. Tensions were high at Unilever and resulted in a change in leadership. The company wants to focus on growth, which raises questions about the future of corporate sustainability at Unilever.

Leading Chinese companies are preparing to take advantage of exposure and opportunities as top sponsors and suppliers to the UEFA EURO 2024 Men’s S...

Marketing campaigns for sustainable offerings often fail, leaving businesses with products that do not sell. How can companies reach customers more...

Nespresso, the global leading brand in portioned coffee, is facing an existential threat. The company’s current market base, which consists primari...

Chris Tung is President of Strategic Development at Chinese e-commerce multinational Alibaba Group. He tells Amit Joshi how the company is integrat...

Many companies overestimate customers’ appetite for sustainable products, flooding the market with offerings that don’t sell. The reality is, socia...

The case explores the efforts of Hamilton Mann, Group VP, Global Digital Marketing & Digital Transformation at Thales, to build a sales enablement platform as part of Thales’ larger digital transformation. “ContentFlix” aimed to be a one-stop sales enablement platform bringing together content for presentations and sales pitches and integrating solutions from across the business. Thales’ key account teams were used to operating in silos and via face-to-face interactions. Similarly, marketing and sales were distant and did not work together as effectively and seamlessly as they could. ContentFlix was intended to break down those silos and encourage collaboration between the company’s different businesses and marketing and sales teams. Mann’s team had launched ContentFlix quietly, tackling each implementation challenge as it came, and adoption had been steady. The Covid pandemic changed everything. Enforced lockdowns meant that remote cooperation between units became the only way to do business. The platform’s adoption accelerated beyond Mann’s expectations and continued to grow post-pandemic. The case explores how the team planned the platform, supported its rollout across Thales and continued to build it throughout the pandemic and beyond. The case explores in rich detail the obstacles and challenges as well as the successes Mann and his team face. The case closes with the rise of generative AI (GenAI). The team starts to consider where GenAI could enhance ContentFlix. What possibilities were there to take the platform to its next stage of development?

The CEO of Revier Cattle Company, Tom Revier, had been an innovator in sustainable farming and humane livestock practices for over two decades. He ...

The (C) case describes the customer’s after-sales experience. The participants need to identify what went wrong again and how the brand might save the customer relationship.

The (B) case describes the same customer’s follow-up experience in the same exclusive retail outlet. The case invites the participants to further identify why the customer experience is going sour and how it could have been better managed.