The case series describes the efforts of an entrepreneur, Robert Keane, to develop and present a business plan for his project, Papyrus Laser, and the interaction with investors. Papyrus Laser is primarily a catalogue marketer of specialized stationery and related products that enable customers to use their own PC and laser or ink-jet printer to economically produce high quality printed communications in small quantities–even one copy. Papyrus Laser focuses on the French market, with future expansion to other European markets anticipated. Case B focuses on the feedback Robert Keane received from a panel of professional investors and entrepreneurs on his initial presentation of the Papyrus Laser opportunity (Case A) and the issues he had to address to push the project forward.
Papyrus Laser (A): December 1994
Summary
The case series describes the efforts of an entrepreneur, Robert Keane, to develop the business plan for his project, Papyrus Laser, and the intera...
Reference
IMD-3-0956
Copyright
©2002
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IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Papyrus Laser (B): September 1995
Summary
The case series describes the efforts of an entrepreneur, Robert Keane, to develop and present a business plan for his project, Papyrus Laser, and ...
Reference
IMD-3-0957
Copyright
©2002
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Papyrus Laser (B-2): November 1995
Summary
The case series describes the efforts of an entrepreneur, Robert Keane, to develop and present a business plan for his project, Papyrus Laser, and ...
Reference
IMD-3-0958
Copyright
©2002
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Papyrus Laser (C): Going VistaPrint.com
Summary
Case C focuses on the situation faced by Papyrus Laser four years after its chaotic founding. Robert Keane was faced with the challenges and oppor...
Reference
IMD-3-0976
Copyright
©2002
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IMD Copyright
Available Languages
English
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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
Research Information & Knowledge Hub for additional information on IMD publications
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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Are stakeholders making or breaking your strategy?
Summary
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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Alcohol-free Drinks - Sober Serious - America
Summary
Medical experts have long warned about alcohol's risks, and now the drinks industry is embracing sobriety, investing in innovative alcohol-free drinks alternatives.
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Navigating Luxury’s New Reality - Krug - Manuel Reman
Summary
Manuel Reman combines Krug’s tradition with innovation, prioritizing authenticity and sustainability to keep the champagne house relevant in evolving times.
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Do you know the four As of cultivating strategic thinking?
Summary
Being able to think strategically is key to addressing the ever-increasing demands on leaders – but it's easier said than done. Here are four key capabilities that will help you succeed in turbulent times.
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China Resources Beer: Becoming future ready
Summary
The China Resources Beer (CR Beer) case study is a compelling narrative of the world’s largest beer producer by volume under the leadership of CEO Hou Xiaohai. In 2016 CR Beer embarked on a pivotal transformation journey. This case study offers critical insights that particularly resonate with Chinese corporations navigating similar challenges in an era marking the end of China’s rapid economic growth. Faced with industry saturation, changing consumer behaviors, the rise of digital technology and the imperative shift from expansive to high-quality growth, CR Beer’s story mirrors the predicament in which many Chinese companies find themselves today. The case delves into CR Beer’s strategic overhaul, how it optimized its vast 60,000-employee structure, streamlined operations and embraced digital transformation to remain competitive. CR Beer’s transformation was characterized by tackling “three mountains” – operational inefficiency due to numerous small factories with high costs and low-capacity utilization, weak brand presence in the high-end beer market and an underutilized and mismatched workforce. The study also highlights the company’s innovative approach to rebranding for younger consumers, integrating consumer insights into product development and exploring new business models. It underscores the importance of internal cultural shifts to support these external changes and the role of leadership in guiding transformation. CR Beer’s journey from traditional efficiency to future-readiness offers valuable lessons in managing large-scale organizational change, strategic management and business innovation. It provides essential insights for understanding the complexities of transformation in a rapidly evolving industry, making it a crucial read for those interested in organizational change, particularly in the context of the Chinese market and its unique challenges and opportunities.
Reference
IMD-7-2538
Copyright
©2024
Copyright owner
IMD Copyright
Organization
China Resources Beer
Industry
Consumer Goods, Food and Beverage
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications