IMD-3-1997 © 2009
Leleux, Benoit F.; Schwass, Joachim; Lavoie Orlick, Anouk; Diversé, Albert André
In the colonial-style home developed by the Wille family on the edge of the factory lands, Marta Wille sat facing her fellow investors in the family company. Coronilla was Wille, and the Wille family lived for Coronilla. The pride was simple to feel, and so was the family's sense of duty towards the staff members. They might continue running at a loss and hope that the devastating conditions in the pasta market enhance quickly.
The 3rd course was to look for external capital to improve and discover a brand-new instructions for the business, because pasta was going no place quickly. Marta had an enthusiastic turn-around strategy, however she would have to integrate enthusiasm and tactical acumen to persuade her daddy and the other family investors. Knowing goals: Turnaround management; Family company management; Stakeholder management; Managing in a quickly altering environment; Succession preparation; Strategic rearranging; Emerging market concerns; Political instability; Managing product companies.
Subjects: Family business; Succession; Crisis management; Turnaround; Workout; Strategic repositioning; Emerging markets; Growth management; Career planning; Bolivia; Latin America; Celiac disease; Gluten intolerance; Pasta
Settings: Bolivia; Worldwide; Food production; Food distribution; Pasta and snacks production; 68 employees; 1997-2000
Related Case Solutions & Analyses:
California Choppers
The International Finance Corporations Grassroots Business Initiative
The Ten Faces of Innovation
Real Madrid Club de Futbol
Peanut Butter Fantasies
Venture Capital at the Harvard Management Company in Historical Perspective
Project Sun Devil and Project Paris
Company Valuation
How Much? (B)
Neighborhood Servings
