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Abstract

The case traces the history of a Polish tea and herbal products producer through its privatization in the early 90s. A short history of the 40 years preceding the transition process is provided. Background is also given to management/worker relations under the Communist regime of a State-owned Enterprise (SOE) to better understand the difficult change process after privatization. Many interviews with the personnel and management are included, testifying clearly to the difficult learning process of this Central European company adapting to a market economy, where the nature of retailing is radically changing. The changeover is documented in all management functions including sales, production and finance. Starting as an employee-owned company with links to Solidarnosc, ownership is gradually concentrated in the hands of a few managers and new partners who undertake an acquisitions strategy of taking over other branches of the company in different cities of Poland. The case concludes with strategic issues facing the company as the 21st century approaches. This case contains colour exhibits.
Location:
Industry:
Size:
SME (small to medium-sized enterprise)
Other setting(s):
1989-1997

About

Abstract

The case traces the history of a Polish tea and herbal products producer through its privatization in the early 90s. A short history of the 40 years preceding the transition process is provided. Background is also given to management/worker relations under the Communist regime of a State-owned Enterprise (SOE) to better understand the difficult change process after privatization. Many interviews with the personnel and management are included, testifying clearly to the difficult learning process of this Central European company adapting to a market economy, where the nature of retailing is radically changing. The changeover is documented in all management functions including sales, production and finance. Starting as an employee-owned company with links to Solidarnosc, ownership is gradually concentrated in the hands of a few managers and new partners who undertake an acquisitions strategy of taking over other branches of the company in different cities of Poland. The case concludes with strategic issues facing the company as the 21st century approaches. This case contains colour exhibits.

Settings

Location:
Industry:
Size:
SME (small to medium-sized enterprise)
Other setting(s):
1989-1997

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