Product details

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Published by: International Institute for Management Development (IMD)
Originally published in: 2007
Version: 31.10.2007

Abstract

This is part of a case series. The (B) case describes how Eris arrived at a new strategy, focused on raising their brand to a premium level and creating a new brand for the mass market. It also shows how the company professionalised their organisation while sustaining its unique culture. There were still several open questions: how do you sustain a successful family culture while growing? Does the company need to enter new segments to keep up with competition in the mass market? How do you prepare for an international expansion? Which markets to choose and why?
Location:
Size:
2006 revenues PLN127 million, 340 employees
Other setting(s):
2003-2007

About

Abstract

This is part of a case series. The (B) case describes how Eris arrived at a new strategy, focused on raising their brand to a premium level and creating a new brand for the mass market. It also shows how the company professionalised their organisation while sustaining its unique culture. There were still several open questions: how do you sustain a successful family culture while growing? Does the company need to enter new segments to keep up with competition in the mass market? How do you prepare for an international expansion? Which markets to choose and why?

Settings

Location:
Size:
2006 revenues PLN127 million, 340 employees
Other setting(s):
2003-2007

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