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The Three Successful Strategic Transformers: The Beginnings

In: Strategic Transformation

Author

Listed:
  • Manuel Hensmans

    (ULB)

  • Gerry Johnson

    (Strategic Management Lancaster University Management School)

  • George Yip

    (Management China Europe International Business School)

Abstract

How did Cadbury Schweppes, unlike Unilever, manage to develop a coherent and leading portfolio in both branding and geographical terms from the 1980s onwards? Why has Smith & Nephew been able to refocus its R&D and marketing practices on high-margin healthcare niches in the US, in contrast to SSL International, which has been forced to retreat to a purely consumer business? Why did Sainsbury, in stark contrast to Tesco, struggle to renew its customer value proposition, develop a non-food business, and expand geographically?

Suggested Citation

  • Manuel Hensmans & Gerry Johnson & George Yip, 2013. "The Three Successful Strategic Transformers: The Beginnings," Palgrave Macmillan Books, in: Strategic Transformation, chapter 3, pages 53-75, Palgrave Macmillan.
  • Handle: RePEc:pal:palchp:978-1-137-26846-4_3
    DOI: 10.1057/9781137268464_3
    as

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