16 cases found.
What does it take to build the infrastructure to recycle plastic bottles that is economically viable? The case looks at the economics of the circular economy, focusing on the development of a business case for a beverage producer to create a closed-loop PET bottle recycling facility on the island of Malta.
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Reference 6673
Published 06 Jul 2021
Topic Responsibility
Region Europe
Industry Retail
What does it take to build the infrastructure to recycle plastic bottles that is economically viable? The case looks at the economics of the circular economy, focusing on the development of a business case for a beverage producer to create a closed-loop PET bottle recycling facility on the island of Malta.
The case illustrates the founding and growth of SloWeAre, the first eco-certification company in France that embraces the methodology eco-fashion brands employ on their journey towards producing socially responsible and environmentally sound textile products. By 2020, the four-year diagnostic service had attracted more than 75 French eco-fashion brands to the SloWeAre platform.
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Reference 6599
Published 22 Jul 2020
Topic Responsibility
Region Europe
Industry Retail
The case illustrates the founding and growth of SloWeAre, the first eco-certification company in France that embraces the methodology eco-fashion brands employ on their journey towards producing socially responsible and environmentally sound textile products. By 2020, the four-year diagnostic service had attracted more than 75 French eco-fashion brands to the SloWeAre platform.
The Mulliez family owns one of the largest retail empires in the world. From its origins in northern France, its members have launched more than 20 different retail enterprises including Auchan (supermarkets), Boulanger (electronic devices), Decathlon (sports stores), Phildar (hosiery and yarn) and many other well-known brands.
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Reference 5944
Published 29 Jun 2015
Topic Family Business
Region Europe
Industry Philanthropy, Retail
The Mulliez family owns one of the largest retail empires in the world. From its origins in northern France, its members have launched more than 20 different retail enterprises including Auchan (supermarkets), Boulanger (electronic devices), Decathlon (sports stores), Phildar (hosiery and yarn) and many other well-known brands.
Vendex KBB is at crisis point at the end of 2004, especially its flagship V&D department stores. A consortium of private-equity investors led by KKR, who bought the business a year earlier, persuade retail veteran Tony DeNunzio to take on the challenge of turning the diversified holding company around.
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Reference 5886
Published 24 Mar 2014
Topic Entrepreneurship
Region Europe
Industry Retail
Vendex KBB is at crisis point at the end of 2004, especially its flagship V&D department stores. A consortium of private-equity investors led by KKR, who bought the business a year earlier, persuade retail veteran Tony DeNunzio to take on the challenge of turning the diversified holding company around.
The case charts the past decade of online grocery retailing at Tesco.com and the development and launch of the non-food operation “Tesco Direct”. Tesco implemented a unique fulfillment model by using its vast network of bricks-and-mortar supermarkets across the UK to pick the items ordered by online customers.
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Reference 5465
Published 29 Oct 2007
Topic Strategy
Region Europe
Industry Retail, Food and Beverages Production
The case charts the past decade of online grocery retailing at Tesco.com and the development and launch of the non-food operation “Tesco Direct”. Tesco implemented a unique fulfillment model by using its vast network of bricks-and-mortar supermarkets across the UK to pick the items ordered by online customers.
In 2001 Veropoulos Spar, a 770 million Euro retailer in Greece and the Balkan region, intiated the implementation of a new Internet enabled collaborative ordering IT system with 3 suppliers: P&G, Unilever, and Elgeka. Two years later the project failed and had to stop. The CEO is now evaluating a new proposal for re-starting the initiative.
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Reference 5306
Published 09 Jan 2005
Topic Operations
Region Europe
Industry Retail
In 2001 Veropoulos Spar, a 770 million Euro retailer in Greece and the Balkan region, intiated the implementation of a new Internet enabled collaborative ordering IT system with 3 suppliers: P&G, Unilever, and Elgeka. Two years later the project failed and had to stop. The CEO is now evaluating a new proposal for re-starting the initiative.
In 2001 Veropoulos Spar, a 770 million Euro retailer in Greece and the Balkan region, intiated the implementation of a new Internet enabled collaborative ordering IT system with 3 suppliers: P&G, Unilever, and Elgeka. Two years later the project failed and had to stop. The CEO is now evaluating a new proposal for re-starting the initiative.
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Reference 5306
Published 03 Jan 2006
Topic Operations
Region Europe
Industry Retail, Internet, E-Commerce
In 2001 Veropoulos Spar, a 770 million Euro retailer in Greece and the Balkan region, intiated the implementation of a new Internet enabled collaborative ordering IT system with 3 suppliers: P&G, Unilever, and Elgeka. Two years later the project failed and had to stop. The CEO is now evaluating a new proposal for re-starting the initiative.
Two young Polish entrepreneurs built a profitable and fast growing business, which has reached the stage where the traditional management model of making all-important decisions together in an informal way is no longer adequate. The founders are struggling with a challenge of creating new management system, adjusting their personal roles in the business and bringing in professional managers.
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Reference 5178
Published 01 Jan 2004
Topic Entrepreneurship
Region Europe
Industry Retail
Two young Polish entrepreneurs built a profitable and fast growing business, which has reached the stage where the traditional management model of making all-important decisions together in an informal way is no longer adequate. The founders are struggling with a challenge of creating new management system, adjusting their personal roles in the business and bringing in professional managers.
Two young Polish entrepreneurs built a profitable and fast growing business, which has reached the stage where the traditional management model of making all-important decisions together in an informal way is no longer adequate. The founders are struggling with a challenge of creating new management system, adjusting their personal roles in the business and bringing in professional managers
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Reference 5178
Published 01 Jan 2004
Topic Entrepreneurship
Region Europe
Industry Retail
Two young Polish entrepreneurs built a profitable and fast growing business, which has reached the stage where the traditional management model of making all-important decisions together in an informal way is no longer adequate. The founders are struggling with a challenge of creating new management system, adjusting their personal roles in the business and bringing in professional managers
Two young Polish entrepreneurs built a profitable and fast growing business, which has reached the stage where the traditional management model of making all-important decisions together in an informal way is no longer adequate. The founders are struggling with a challenge of creating new management system, adjusting their personal roles in the business and bringing in professional managers
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Reference 5178
Published 01 Jan 2004
Topic Entrepreneurship
Region Europe
Industry Retail
Two young Polish entrepreneurs built a profitable and fast growing business, which has reached the stage where the traditional management model of making all-important decisions together in an informal way is no longer adequate. The founders are struggling with a challenge of creating new management system, adjusting their personal roles in the business and bringing in professional managers
Two young Polish entrepreneurs built a profitable and fast growing business, which has reached the stage where the traditional management model of making all-important decisions together in an informal way is no longer adequate. The founders are struggling with a challenge of creating new management system, adjusting their personal roles in the business and bringing in professional managers
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Reference 5178
Published 01 Jan 2004
Topic Entrepreneurship
Region Europe
Industry Retail
Two young Polish entrepreneurs built a profitable and fast growing business, which has reached the stage where the traditional management model of making all-important decisions together in an informal way is no longer adequate. The founders are struggling with a challenge of creating new management system, adjusting their personal roles in the business and bringing in professional managers
Château Online looks at the situation of an e-tailer in 2001. The firm has done well and is a European leader. However, it faces the twin challenges of creating the online market for wine purchasing and the threat of entry by major players.
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Reference 5137
Published 07 Jan 2003
Topic Marketing
Region Europe
Industry Retail, Wine and Spirits
Château Online looks at the situation of an e-tailer in 2001. The firm has done well and is a European leader. However, it faces the twin challenges of creating the online market for wine purchasing and the threat of entry by major players.