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Philippe Haspeslagh

Cadbury Schweppes (C): The Performance Management Process

By  Philippe Haspeslagh,  Regine Slagmulder,  Marjolein Bloemhof
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Please refer to part A for the abstract

    Published 11 Jan 2003

    Reference 4856

    Topic Strategy

    Industry Food and Beverages Production

    Region Europe

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    Cadbury Schweppes (C): The Performance Management Process

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    Please refer to part A for the abstract
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      Cadbury Schweppes (A): The Strategic Dilemma of Trebor Bassett

      By  Tomo Noda,  Fares Boulos,  Philippe Haspeslagh
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      The (A) case describes the situation of Cadbury Schweppes and its sugar confectionary business, in a state of “satisfactory underperformance” in which past strategies and practices make it hard for new management to initiate change in this widely respected company.

        Published 01 Nov 2001

        Reference 4856

        Topic Strategy

        Industry Food and Beverages Production

        Region Europe

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        Cadbury Schweppes (A): The Strategic Dilemma of Trebor Bassett

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        The (A) case describes the situation of Cadbury Schweppes and its sugar confectionary business, in a state of “satisfactory underperformance” in which past strategies and practices make it hard for new management to initiate change in this widely respected company.
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          Cadbury Schweppes (B): Managing for Value

          By  Tomo Noda,  Fares Boulos,  Philippe Haspeslagh
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          The (B) case shows how from 1997 to 1999 John Sunderland, the new CEO and a new divisional manager use Value Based Management as a vehicle for transforming respectively the company and the sugar confectionary division with strong emphasis on people and leadership practices.

            Published 01 Nov 2001

            Reference 4856

            Topic Strategy

            Industry Food and Beverages Production

            Region Europe

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            Cadbury Schweppes (B): Managing for Value

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            The (B) case shows how from 1997 to 1999 John Sunderland, the new CEO and a new divisional manager use Value Based Management as a vehicle for transforming respectively the company and the sugar confectionary division with strong emphasis on people and leadership practices.
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              The Dow Chemical Company (A) - Value Based Management and the Transformation of Dow Chemical

              By  Tomo Noda,  Philippe Haspeslagh,  Fares Boulos
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              This case deals with the transformation of Dow Chemical under Value Based Management. Set in the period 1993-1999, it traces how Dow’s organizational structure, management systems, human resources practices and ultimately its culture were thoroughly transformed by VBM.

                Published 01 Jan 2000

                Reference 4923

                Topic Strategy

                Industry Chemicals

                Region North America

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                The Dow Chemical Company (A) - Value Based Management and the Transformation of Dow Chemical

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                This case deals with the transformation of Dow Chemical under Value Based Management. Set in the period 1993-1999, it traces how Dow’s organizational structure, management systems, human resources practices and ultimately its culture were thoroughly transformed by VBM.
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                  Electrolux: The Acquisition and Integration of Zanussi

                  By  Sumantra Ghoshal,  Philippe Haspeslagh
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                  International acquisitions have become an extremely important vehicle for growth for multinational companies. A key task for many MNC managers is the planning of such acquisitions and the integration of acquired companies in a manner that enhances the company's overall competitive advantage vis-à-vis other global, regional and national players.

                    Published 01 Jan 1994

                    Reference 123

                    Topic Strategy

                    Industry Consumer Goods,  Financial Services,  International Trade and Development

                    Region Europe

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                    Electrolux: The Acquisition and Integration of Zanussi

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                    International acquisitions have become an extremely important vehicle for growth for multinational companies. A key task for many MNC managers is the planning of such acquisitions and the integration of acquired companies in a manner that enhances the company's overall competitive advantage vis-à-vis other global, regional and national players.
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                      The Making of the Simply Better Healthcare Company: SmithKline Beecham (A)

                      By  Philippe Haspeslagh
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                      The (A) case describes the merger of SmithKline and Beecham in the context of the pharmaceutical industry in the late 1980s, and the firm's organisational change efforts in the five years after the merger.

                        Published 01 Jan 1994

                        Reference 4449

                        Topic Strategy

                        Region Europe

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                        The Making of the Simply Better Healthcare Company: SmithKline Beecham (A)

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                        The (A) case describes the merger of SmithKline and Beecham in the context of the pharmaceutical industry in the late 1980s, and the firm's organisational change efforts in the five years after the merger.
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                          The Making of the Simply Better Healthcare Company: SmithKline Beecham (B)

                          By  Philippe Haspeslagh
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                          The (B) case describes the strategic and organisational challenges facing the firm in 1994 as it begins to implement its new corporate strategy of "integrated healthcare" in the context of the changing healthcare industry.

                            Published 01 Jan 1994

                            Reference 4449

                            Topic Strategy

                            Region Europe

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                            The Making of the Simply Better Healthcare Company: SmithKline Beecham (B)

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                            The (B) case describes the strategic and organisational challenges facing the firm in 1994 as it begins to implement its new corporate strategy of "integrated healthcare" in the context of the changing healthcare industry.
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                              Note on the Major Appliance Industry in 1988

                              By  Sumantra Ghoshal,  Philippe Haspeslagh
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                              International acquisitions have become an extremely important vehicle for growth for multinational companies. A key task for many MNC managers is the planning of such acquisitions and the integration of acquired companies in a manner that enhances the company's overall competitive advantage vis-à-vis other global, regional and national players.

                                Published 01 Jan 1994

                                Reference 123

                                Topic Strategy

                                Industry Consumer Goods,  Financial Services,  International Trade and Development

                                Region Europe

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                                Note on the Major Appliance Industry in 1988

                                Add to cart Free Case
                                International acquisitions have become an extremely important vehicle for growth for multinational companies. A key task for many MNC managers is the planning of such acquisitions and the integration of acquired companies in a manner that enhances the company's overall competitive advantage vis-à-vis other global, regional and national players.
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                                  ICI PLC (Companion case to Hanson Plc)

                                  By  Philippe Haspeslagh
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                                  Describes the events of May 14, 1991, when the company is under the shadow of a Hanson threat.

                                    Published 01 Jan 1992

                                    Reference 211

                                    Topic Strategy

                                    Region Europe

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                                    ICI PLC (Companion case to Hanson Plc)

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                                    Describes the events of May 14, 1991, when the company is under the shadow of a Hanson threat.
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                                      Hanson PLC (Companion case to ICI Plc)

                                      By  Philippe Haspeslagh
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                                      Starting with Hanson's May 14, 1991 stake in ICI, the case describes the background of Lord Hanson and Lord White; the origins and history of Hanson Plc (then Hanson Trust); Hanson's approach as an acquirer and seller of businesses and Hanson's approach as an industrial manager.

                                        Published 01 Jan 1992

                                        Reference 210

                                        Topic Strategy

                                        Region Global

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                                        Hanson PLC (Companion case to ICI Plc)

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                                        Starting with Hanson's May 14, 1991 stake in ICI, the case describes the background of Lord Hanson and Lord White; the origins and history of Hanson Plc (then Hanson Trust); Hanson's approach as an acquirer and seller of businesses and Hanson's approach as an industrial manager.
                                          View case