Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 11 pages
Data source: Published sources
Topics:
Bang & Olufsen (B&O); High-end audio-video equipment maker; Fashion conscious consumers; Restructuring plans and strategies; Acoustic lenses; Focused product design and marketing; Overcrowded competition; Revolutionary products with simple functionality; The Archimedes Project; B1 exclusive B&O franchisees; Technology sharing partnership; Dismal financial performance; Ineffective distribution channels; National custom design programme; Outreach Customers and Partners Programme
Share a link:
https://casecent.re/p/63491
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
Bang & Olufsen (B&O) is a Denmark-based high-end audio-video equipment maker. From a humble beginning in 1925, B&O has grown into an international company known for its high quality and innovative products. But during the 1980s, rising competition coupled with inefficient management and economic crisis resulted in severe loss in the revenues and market share of the company. A restructuring plan implemented in the early 1990s did not achieve the desired results. In 2001, the new Chief Executive Officer, Sorensen, initiated another restructuring plan based on global expansion, focused product design and aggressive marketing strategy. This case provides insights into the rise and fall of B&O over the decades and its restructuring efforts. The case offers scope to discuss whether the new restructuring strategies would ensure a successful future for B&O.
Location:
Industry:
Size:
DKK3.6 billion (2004 sales)
Other setting(s):
2001-2005
About
Abstract
Bang & Olufsen (B&O) is a Denmark-based high-end audio-video equipment maker. From a humble beginning in 1925, B&O has grown into an international company known for its high quality and innovative products. But during the 1980s, rising competition coupled with inefficient management and economic crisis resulted in severe loss in the revenues and market share of the company. A restructuring plan implemented in the early 1990s did not achieve the desired results. In 2001, the new Chief Executive Officer, Sorensen, initiated another restructuring plan based on global expansion, focused product design and aggressive marketing strategy. This case provides insights into the rise and fall of B&O over the decades and its restructuring efforts. The case offers scope to discuss whether the new restructuring strategies would ensure a successful future for B&O.
Settings
Location:
Industry:
Size:
DKK3.6 billion (2004 sales)
Other setting(s):
2001-2005