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Case
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Reference no. IMD-7-1625
Published by: International Institute for Management Development (IMD)
Originally published in: 2014
Version: 06.02.2015
Length: 11 pages
Data source: Field research

Abstract

This is part of a case series. Case B describes the four-phase turnaround strategy implemented by the Managing Director Marcelo Villagran that transformed Bata India from a position of bankruptcy in 2005 into a profitable enterprise in 2010. Significant changes had been made in setting the strategic direction of the company, revamping the product portfolio, managing unionism, streamlining production and sourcing networks, as well as remodeling retail operations and marketing tactics. At the end of 2011, Marcelo completed his tenure and passed on the reins of the company to Rajeev Gopalakrishnan. For Rajeev, the challenge was not only to sustain the success of Bata India but also to chart the future path of the company.
Location:
Industry:
Size:
Bata India Ltd, revenue USD400 in 2013, approx 6,000 employees, part of the Bata Shoe organization
Other setting(s):
2005-2011

About

Abstract

This is part of a case series. Case B describes the four-phase turnaround strategy implemented by the Managing Director Marcelo Villagran that transformed Bata India from a position of bankruptcy in 2005 into a profitable enterprise in 2010. Significant changes had been made in setting the strategic direction of the company, revamping the product portfolio, managing unionism, streamlining production and sourcing networks, as well as remodeling retail operations and marketing tactics. At the end of 2011, Marcelo completed his tenure and passed on the reins of the company to Rajeev Gopalakrishnan. For Rajeev, the challenge was not only to sustain the success of Bata India but also to chart the future path of the company.

Settings

Location:
Industry:
Size:
Bata India Ltd, revenue USD400 in 2013, approx 6,000 employees, part of the Bata Shoe organization
Other setting(s):
2005-2011

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