Product details

Share this page:
Published by:
IMD (2015)
Version:
28.03.2017
Revision date:
28-Apr-2017
Length:
11 pages
Data source:
Field research

Abstract

This is part of a case series. In December 2007, two diary cooperatives - Campina and Royal Friesland Foods - based in The Netherlands decided to merge. The cooperatives both owned operating companies that were responsible for buying the milk of their members and transforming it into value-added dairy-based products. Despite their common Dutch origins, their operating companies - Campina BV and Royal Friesland Foods BV - had very different cultures. Cees 't Hart was appointed the CEO of the newly merged company and given ambitious cost cutting and growth targets. He faced a difficult economic climate and a changing landscape for the European-based dairy industry. 't Hart realized that to reach his targets, the merged company had to build a common culture. Yet he knew that the cultures of the founding companies were much different. How could he create a culture based on the best the two companies brought to the table?

Topics

Culture change; Post-merger integration
Locations:
Industry:
Size:
2013 - Revenue: EUR11.4B, Operating Profit: EUR313M, Employees: 21,186
Other setting(s):
2007-2013

Access this item

casecent.re/p/136407
View our pricing guide
or to see prices.

Reviews & usage