The case describes the structure, analysis and group dynamics of the electronic media strategy project at Berlingske.
Berlingske and electronic media (A): Company background
Summary
The case provides company background on Danish newspaper group Berlingske as it prepares to formulate a strategy vis-`-vis the electronic media rev...
Reference
IMD-3-0682
Copyright
©1997
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Berlingske and electronic media (B)
Summary
The B case outlines the circumstances under which Berlingske forms a strategy task force to examine the potential impact of electronic media on its...
Reference
IMD-3-0683
Copyright
©1997
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Berlingske and electronic media (C): Task force structure
Summary
The case describes the structure, analysis and group dynamics of the electronic media strategy project at Berlingske.
Reference
IMD-3-0684
Copyright
©1997
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Berlingske and electronic media (D): Identifying criteria for a mission statement
Summary
This case focuses on group dynamics, language and vocabulary development and concept creation of Berlingske's electronic media task forces.
Reference
IMD-3-0685
Copyright
©1997
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Can you TWINT it? - Customer NeedsSøren Mose
Summary
Switzerland’s digital payment app TWINT has over five million users and is a household name, but the journey to profitability was unusually arduous. Executive Chairman Søren Mose shares the secrets of his success in this second IMD Nordic Executiv...
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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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Navigating Luxury’s New Reality - Krug - Manuel Reman
Summary
CEO Manuel Reman blends Krug's tradition with innovation, fostering deeper connections with global audiences and emphasizing authenticity to keep the champagne house relevant amid shifting tastes and sustainability challenges.
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Think AI is a useful ‘copilot’? Soon it will take the controls
Summary
The implications of generative AI for "knowledge" work are more profound than many of us might think. Organizations need to wake up.
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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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Keep an eye on marketing if you want to avoid a car crash - Su-Mei ThompsonI by IMD
Summary
As campaign disasters at Apple, Bud Light, and Jaguar demonstrate, boards shy away from marketing oversight at their peril.
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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
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Research Information & Knowledge Hub for additional information on IMD publications