HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeFrieslandCampina Foodservice (B)back to Strategy

Case Study

FrieslandCampina Foodservice (B)

By Cyril Bouquet, Robert Hooijberg and Peter Nash

5 pages

December 2014

Order this case study

Reference: IMD-3-2439

FrieslandCampina is a leading international dairy cooperative. European foodservice is seen as an opportunity for profitable growth. The idea is to set up a new European operating company to provide a single face to the customer and sell all relevant dairy products. The case study; in five parts; details key moments in a two year journey to carve out a new division. This includes: new strategy; defining must win battles; overcoming resistance; embedding the change. In parallel; the case explores the dynamic of changing the business leader during the strategy definition phase. Case A explores the challenges involved in getting the global board to agree to set up a new operating company focused on foodservice in Europe. Case B explores decisions related to strategy definition and using external expertise. In addition; the business leader faces an important career choice and dilemma. Case C: The new strategy and must win battles are defined at an offsite workshop. The dynamics are explored: challenge of defining the right battles; dealing with the hopes and fears of the top 80 leaders; and announcing the change of leadership during the strategy workshop. Case D: The European strategy is cascaded to the units. The first business unit workshop goes well; but the second unit demonstrates high resistance. The case explores: the dynamic between regional and local businesses; and choices about how to deal with change resistance. Case E: The epilogue summarizes the outcomes: a follow on top-90 workshop; defining capabilities; managing the transition from strategy to implementation. The new business leader shares his reflections on leadership and strategy based on his first six months leading the business.

Learning Objective

Organization: right organization to serve the foodservice in Europe. Strategy & Must Win Battles: requirement for a new strategy; challenge to define Must Win Battles with top 80 across three day workshop. Leadership: role of leadership in setting a vision; strategy and building a new division. Leadership transition: challenge of career management at senior executive levels; leadership transition during times of high change. Change: challenges obtaining board level approval; challenges cascading a regional strategy to local business units.

Keywords

Strategy, Must-win Battles, Leadership, Leadership Transition, Food Services, Organization, Change

Settings

Europe, Netherlands
FrieslandCampina, Consumer Goods, Food and Beverage
2012-2013

Type

Field Research

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

FrieslandCampina Foodservice (A): Setting up a new operating company
FrieslandCampina Foodservice (B)
FrieslandCampina Foodservice (C): Defining the European must-win battles
FrieslandCampina Foodservice (D): Implementing the must win battles
FrieslandCampina Foodservice (e): Epilogue

This case study is part of a series

FrieslandCampina Foodservice (A): Setting up a new operating company
FrieslandCampina Foodservice (B)
FrieslandCampina Foodservice (C): Defining the European must-win battles
FrieslandCampina Foodservice (D): Implementing the must win battles
FrieslandCampina Foodservice (e): Epilogue

Keep reading

Article

Strategy Stack: an integrated approach to decision-making

The ways popular frameworks are used fall short in today’s rapidly changing environment. Here is a new way to make better-informed strategic choices.

Change Management Competitiveness Decision Making Innovation Strategy

By Albrecht Enders, Ajay K. Kohli, Andreas König and Arnaud Chevallier

in I by IMD

Case Study

Bossard’s AI strategy for proven productivity (Cartoon case)

Artificial Intelligence Business Transformation Strategy

By Stefan Michel

Case Study

The AI paradox: Will generative AI enhance or destroy the business model of 99designs.com? (Cartoon case)

Strategy Business to Business Digital Disruption

By Stefan Michel

Article

Putting the ‘G’ in ESG (and the ‘A’ in alpha)

Test your knowledge on ESG governance with our fun quiz! Learn how strong governance drives environmental and social success in investing. Take it now!

Corporate Governance Strategy

in I by IMD

Article

Five lessons business could learn from the Olympics

Discover how Paris overcame uncertainty to successfully host the 2024 Olympics, demonstrating crisis management, leadership and excellent commercial expertise.

Crisis Management Global Business Leadership Strategy

By Carlos Cordon and Sameh Abadir

in I by IMD

Article

How CEO’s drive saved car giant Ford from the scrapyard

Companies desperately in need of a turnaround in fortunes should take inspiration from the 2008 rescue mission by the then-new Ford boss Alan Mulally.

Agility Business Transformation Change Management Competitiveness Decision Making Future Readiness Leadership Organizational Culture Performance Management Strategy

By Howard H. Yu

in I by IMD

Article

The next US administration must reassure China, not just deter it

Panelists debate the next US administration’s policy on China

China Geopolitics Global Business Strategy

By Nico Luchsinger

in I by IMD

Article

Family businesses and strategic change: The role of family ownership

In this study, we analyze how the performance-aspiration gap influences strategic change in family firms, providing evidence of the moderating role of family ownership in this relationship. According to socioemotional wealth (SEW) theory, family o...

Family Business Strategy

By Nina Schweiger, Kurt Matzler, Julia Hautz and Alfredo De Massis

in Review of Managerial Science

October 2024, vol. 18, pp. 2981-3005 https://doi.org/10.1007/s11846-023-00703-3

Article

¿Dónde se queda corta la estrategia industrial de Mario Draghi para Europa?

The call by the former Italian prime minister and ECB president for massive investment in the EU is a wake-up call to Europe's economic stagnation. But can the continent afford the trade-offs it is overlooking?

Global Business Finance Strategy

By Arturo Bris

in Expansión

30 September 2024

Case Study

Inspiring sustainability in sports: Carbon emission management at the International Olympic Committee

Sustainability Accounting Strategy

By Florian Hoos, Giovanni-Battista Derchi and Valerie Keller-Birrer

Strategy Stack: an integrated approach to decision-making

By Albrecht Enders Ajay K. Kohli Andreas König and Arnaud Chevallier
in I by IMD

Summary

The ways popular frameworks are used fall short in today’s rapidly changing environment. Here is a new way to make better-informed strategic choices.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Change Management

Competitiveness

Decision Making

Innovation

Strategy

Browse all topics

Bossard’s AI strategy for proven productivity (Cartoon case)

By Stefan Michel
Case reference: IMD-7-2575 ©2024

Summary

Bossard, a Swiss company founded in 1731, has successfully transitioned from a product-centric approach to one that offers services and solutions. It has achieved significant revenue growth despite economic challenges. Its brand promise, “proven productivity,” guides its actions, including its early adoption of AI. From 2010 to 2022, the firm's net revenue grew from CHF 475 million to CHF 1.154 billion (7.7% CAGR), despite a massive currency appreciation, a global pandemic and a supply chain crisis. “Proven productivity” permeates all levels and activities of the company and serves as a guiding principle in everyday decisions: How do you increase the productivity of customers? According to public records, Bossard’s customers were original equipment manufacturers (OEMs), such as Tesla, John Deere and Thermoplan. Bossard did not serve the maintenance, repair and overhaul (MRO) market, nor did it sell through do-it-yourself (DIY) chains like Home Depot, Lowe’s, Adeo, Kingfisher, Bunnings, OBI and Bauhaus. Bossard already employs machine learning to anticipate demand trends across various products. The company's leadership is optimistic about leveraging generative AI for customer interactions. This could include an AI chatbot drawing on Bossard's extensive knowledge base to provide technical advice to customers, or AI-assisted tools to support Bossard’s own specialists in responding to enquiries. With a governance structure that promotes collaboration between the executive and non-executive boards, including AI expert Petra Ehmann, Bossard aims to democratize AI knowledge across the organization. It is also leveraging AI tools like Microsoft Copilot during its enterprise resource planning (ERP) system rollout. This strategic focus on AI aligns with Bossard’s dedication to enhancing customer productivity while embracing technological advancements to evolve its business. Balancing ongoing operations with strategic AI integration is a key challenge, but Bossard is confident in its ability to leverage AI to strengthen its brand and maintain its growth trajectory.

Reference IMD-7-2575

Organization Bossard Holding

Industry Manufacturing, Fasteners

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Artificial Intelligence

Business Transformation

Strategy

Browse all topics

The AI paradox: Will generative AI enhance or destroy the business model of 99designs.com? (Cartoon case)

By Stefan Michel
Case reference: IMD-7-2505 ©2024

Summary

99designs.com is a global platform connecting freelance designers with potential clients. The case study examines the potential impact of generative AI on 99designs’ business model. The platform uses a crowdsourcing approach that invites designers to compete for projects with only the winning designer getting paid. This model offers clients a variety of design options at a fixed fee, fostering creativity and competition among designers. The authors of the book “Real Impact Strategy” used the competition model at 99designs to design their book cover. The authors appreciated the interactive and collaborative nature of the process, which allowed them to incorporate feedback from potential readers into their final decision. However, the use of 99designs sparked criticism from traditional designers and colleagues regarding potential exploitation of designers and claims that genAI tools could have done the job instead. This criticism highlights the growing influence of genAI as proponents claim it can produce high-quality designs quickly and at low cost. Generative AI poses both opportunities and threats to 99designs. It can enhance the platform by increasing the quantity and quality of design submissions, making design services more accessible and affordable. Conversely, it threatens to devalue human creativity, reduce the demand for freelance designers, and undermine the platform’s business model by enabling clients to generate designs without professional assistance. The case ultimately raises questions about the future role of generative AI in the creative industries. In the teaching note, but not in the case itself, the authors conclude that 99designs.com provides publishers, and in this case, the co-authors, many benefits beyond designing the cover. It involves them in a learning process as well as helps them to create awareness and interest for the book through the cover survey.

Reference IMD-7-2505

Industry Manufacturing, Graphic Design

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Business to Business

Digital

Disruption

Browse all topics

Five lessons business could learn from the Olympics

By Carlos Cordon and Sameh Abadir
in I by IMD

Summary

Discover how Paris overcame uncertainty to successfully host the 2024 Olympics, demonstrating crisis management, leadership and excellent commercial expertise.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Crisis Management

Global Business

Leadership

Strategy

Browse all topics

The next US administration must reassure China, not just deter it

By Nico Luchsinger
in I by IMD

Summary

Panelists debate the next US administration’s policy on China

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

China

Geopolitics

Global Business

Strategy

Browse all topics

Family businesses and strategic change: The role of family ownership

By Nina Schweiger Kurt Matzler Julia Hautz and Alfredo De Massis
in Review of Managerial Science October 2024, vol. 18, pp. 2981-3005 https://doi.org/10.1007/s11846-023-00703-3

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Family Business

Strategy

Browse all topics

¿Dónde se queda corta la estrategia industrial de Mario Draghi para Europa?

By Arturo Bris
in Expansión 30 September 2024

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Global Business

Finance

Strategy

Browse all topics

Inspiring sustainability in sports: Carbon emission management at the International Olympic Committee

By Florian Hoos Giovanni-Battista Derchi and Valerie Keller-Birrer
Case reference: IMD-7-2512 ©2024

Summary

The case highlights the significant role played by the International Olympic Committee (IOC) in reducing its environmental footprint and promoting sustainability in sports. As the leader of the Olympic movement, the IOC bore the responsibility of setting a positive example to inspire the broader sports community. With ambitious climate targets aiming to cut its carbon footprint in half by 2030, the IOC implemented a range of measures to reduce the environmental impact of its organization. These included the introduction of carbon budgeting, the adoption of innovative carbon footprint management tools as well as specific measures targeting areas such as mobility, building management and procurement. The Olympic House, inaugurated in 2019, was built according to some of the highest sustainability standards and stood as a testament of the IOC’s commitment to sustainability. Strategies to reduce emissions associated with international business travel, a major contributor to the organization’s overall carbon footprint, were particularly successful. The impact of these measures had to be carefully evaluated, considering their potential effects on organizational culture, efficiency, communication, employee satisfaction and talent attraction. Furthermore, the IOC leadership reflected on the effectiveness of its actions in inspiring other organizations within the Olympic movement to embrace sustainability practices. Looking ahead, the IOC remained committed to intensifying its efforts to achieve its carbon reduction goals by 2030. This included exploring improvements in impact measurement and introducing incentive schemes aimed at further encouraging carbon reduction.

Reference IMD-7-2512

Organization International Olympic Committee

Industry Travel and Leisure, Sports

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Accounting

Strategy

Browse all topics