In the year 2012, two years after a significant restructuring project had begun at German skincare company Beiersdorf, the process was still continuing. The newly appointed CEO confronted several inherited predicaments from his forerunner, including the difficult implementation of the new transnational strategy, resistance from employees as well as the work council, and unsuccessful market-entry strategies (particularly in China).
A slow speed of economic recovery in the main markets of Beiersdorf and also strong competitions supplied added complexity. Questions remained about the way the new CEO should address the continuing challenges confronting the business.
PUBLICATION DATE: February 11, 2013 PRODUCT #: W13017-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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