A Brand Like A Friend Case Study Summary
3. Evaluating how this Strategy was implemented Once the chief elements of Henkel’s strategy have been brought out, you may want to poll the class on what they think of the strategy. How good is it? What grade would they give to Kasper Rorsted and other top executives (quoted extensively at the end of the case) for the caliber of the strategy they have crafted for Henkel? During Rorsted’s first three years’ leadership, Henkel’s core value system changed from “A Brand Like a Friend” to “We Want To Be Winners in Every Market in Which We Compete”. There is a case to be made that the downside of such ambitious optimism is the suppression of realism and divergent viewpoints. Reviewing the interview dialogues among the top managers at the end of the case, some students may view the responses as examples of “group-think”, other may see them as examples of 100% “buy-in” to the new strategy. Except for the illustrative quotations (mostly from Menges, the HR manager) about the long-term staff that departed voluntarily or were forced to leave Henkel because they did not buy-in to the new strategy, there are almost no divergent viewpoints. That said, we believe the company deserves an A for its strategy and the recent strategy changes to respond to recessionary conditions, at least thus far, absent the performance results for 2012. Some students may assign an A– …show more content…
Some students may assign an A– or B+, owing to the company’s weaker performance induced by the deep recession (but the recession was unforeseeable and is not a strong basis for assigning a lower grade on the strategizing efforts at Henkel, which have nevertheless resulted in growth in sales and profits and progress in growing EBIT and EBIT margins). Class members will struggle to make a convincing case for a grade below a
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