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Case
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Reference no. IMD-3-0869
Published by: International Institute for Management Development (IMD)
Originally published in: 2005
Version: 24.01.2006
Length: 29 pages
Data source: Field research

Abstract

This is the third of a two-case series (IMD-3-0861, IMD-3-0869). Vision Express (VE) was a one-hour optical retailer in the UK, established in 1989. In 1997 VE was acquired by Grand Vision (GV), a leading French retailer in the one-hour optical business. VE''s deal-driven, rapid expansion and promotional marketing culture clashed head-on with the quality, service and people culture of GV. Four chief executive officers (CEO''s) had come and gone since the acquisition. The strategy to steer VE away from promotion-based marketing to focus on quality and service were unsuccessful as VE slipped back into its promotional culture over the years. VE was losing money in 2003 when the new CEO, Bernhard Nuesser, took over. Bernhard, a GV insider, was able to revitalise the strategy on quality and service. Through his various efforts, VE had reported a healthy £10.5 million in profits in 2004 and was on its way to increasing profit by £2 million every year.
Location:
Industry:
Size:
3,600 employees
Other setting(s):
1998-2005

About

Abstract

This is the third of a two-case series (IMD-3-0861, IMD-3-0869). Vision Express (VE) was a one-hour optical retailer in the UK, established in 1989. In 1997 VE was acquired by Grand Vision (GV), a leading French retailer in the one-hour optical business. VE''s deal-driven, rapid expansion and promotional marketing culture clashed head-on with the quality, service and people culture of GV. Four chief executive officers (CEO''s) had come and gone since the acquisition. The strategy to steer VE away from promotion-based marketing to focus on quality and service were unsuccessful as VE slipped back into its promotional culture over the years. VE was losing money in 2003 when the new CEO, Bernhard Nuesser, took over. Bernhard, a GV insider, was able to revitalise the strategy on quality and service. Through his various efforts, VE had reported a healthy £10.5 million in profits in 2004 and was on its way to increasing profit by £2 million every year.

Settings

Location:
Industry:
Size:
3,600 employees
Other setting(s):
1998-2005

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