Subject category:
Entrepreneurship
Published by:
RSM Case Development Centre
Length: 11 pages
Data source: Field research
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https://casecent.re/p/167414
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Abstract
Kevin van Wijk had always been a 'sneaker freaker'. As a result of his love and passion for footwear, in 2010 he founded VICO Movement: an independent product-driven footwear brand, valuing European quality, distinctive design, craftsmanship and sustainability. After a promising start in the B2B-market, in 2015, the company fell into severe distress after an internal conflict. After the co-founders parted ways, the company continued its operations under the guidance of Van Wijk, however the footwear manufacturer now faced a new dilemma. Recent numbers had shown that the complex B2B-market stagnated, while at the same time the B2C-market demonstrated promising opportunities. Hence, Van Wijk had to make an important decision in order to revive the company. Should VICO continue its business in the familiar B2B-market? Or should the company make a U-turn, changing course 180 degrees, and enter into the unfamiliar B2C-market?
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Time period
The events covered by this case took place in 2018.Geographical setting
Region:
Europe
Country:
The Netherlands
Featured company
VICO Movement
Type:
Self-owned
Industry:
Footwear
Featured protagonist
- Kevin van Wijk (male), Founder and CEO
About
Abstract
Kevin van Wijk had always been a 'sneaker freaker'. As a result of his love and passion for footwear, in 2010 he founded VICO Movement: an independent product-driven footwear brand, valuing European quality, distinctive design, craftsmanship and sustainability. After a promising start in the B2B-market, in 2015, the company fell into severe distress after an internal conflict. After the co-founders parted ways, the company continued its operations under the guidance of Van Wijk, however the footwear manufacturer now faced a new dilemma. Recent numbers had shown that the complex B2B-market stagnated, while at the same time the B2C-market demonstrated promising opportunities. Hence, Van Wijk had to make an important decision in order to revive the company. Should VICO continue its business in the familiar B2B-market? Or should the company make a U-turn, changing course 180 degrees, and enter into the unfamiliar B2C-market?
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Settings
Time period
The events covered by this case took place in 2018.Geographical setting
Region:
Europe
Country:
The Netherlands
Featured company
VICO Movement
Type:
Self-owned
Industry:
Footwear
Featured protagonist
- Kevin van Wijk (male), Founder and CEO