Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 06.05.2004
Abstract
This is the first of a two-case series (IMD-3-1370 and IMD-3-1371). The case focuses on the turn-around of the Lipton tea brand. Historically, it was seen as a dusty, grocery brand. But through a clear, focused strategy called “paint the world yellow”, Lipton was turned in to something fun and trendy. As such, the case runs like a journey. But success breeds other problems – how far can a brand stretch? How viable is the current business model? The case looks at the beverages and soft drink industry. Consumers, customers and competitors are portrayed. The case ends with Lipton’s strategic options for the future.
About
Abstract
This is the first of a two-case series (IMD-3-1370 and IMD-3-1371). The case focuses on the turn-around of the Lipton tea brand. Historically, it was seen as a dusty, grocery brand. But through a clear, focused strategy called “paint the world yellow”, Lipton was turned in to something fun and trendy. As such, the case runs like a journey. But success breeds other problems – how far can a brand stretch? How viable is the current business model? The case looks at the beverages and soft drink industry. Consumers, customers and competitors are portrayed. The case ends with Lipton’s strategic options for the future.