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• Case | HBS Case Collection | November 2017 (Revised August 2018)

  Irene Rosenfeld at Mondelēz International: Crafting a Corporate Strategy

  Raffaella Sadun, David J. Collis, Amram Migdal and Kerry Herman

  The case focuses on Irene Rosenfeld’s tenure as CEO of the global snack food company Mondelēz International. Beginning in 2006, she had led the company through many acquisitions, including France’s LU Biscuit and British confectionery company Cadbury, before, in 2012, boldly splitting the company into two: Kraft, a North American grocery business, and Mondelēz International, a global snack food company.

  Keywords: snack food; snack; global snacking; packaged food; consumer packaged; Kraft foods; Kraft; Agribusiness; Change; Change Management; Corporate Strategy; Transformation; Geography; Geographic Scope; Global Strategy; Leadership; Leadership Style; Leading Change; Management; Business or Company Management; Growth and Development Strategy; Management Style; Marketing; Brands and Branding; Demand and Consumers; Consumer Behavior; Organizational Change and Adaptation; Planning; Strategic Planning; Strategy; Food and Beverage Industry; Illinois;

  Citation:

  Sadun, Raffaella, David J. Collis, Amram Migdal, and Kerry Herman. "Irene Rosenfeld at Mondelēz International: Crafting a Corporate Strategy." Harvard Business School Case 718-403, November 2017. (Revised August 2018.)  View Details

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• Case | HBS Case Collection | January 2018 (Revised May 2018)

  Walmart Inc. takes on Amazon.com

  David Collis, Andy Wu, Rembrand Koning and Huaiyi CiCi Sun

  This case explores how Walmart should compete with Amazon.

  Keywords: strategy; Competition; Competitive Strategy; Retail Industry;

  Citation:

  Collis, David, Andy Wu, Rembrand Koning, and Huaiyi CiCi Sun. "Walmart Inc. takes on Amazon.com." Harvard Business School Case 718-481, January 2018. (Revised May 2018.)  View Details

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• Case | HBS Case Collection | January 2015 (Revised May 2018)

  $19B 4 txt app WhatsApp...omg!

  David Collis, Ashley Hartman and Aakash Mehta

  In February 2014, Facebook announced the acquisition of WhatsApp for $19 billion. WhatsApp, founded in 2009, was a relatively young company that employed only 50 people and earned merely $10 million in revenue in 2013. It was one of many mobile messaging services that allowed users to contact each other without paying costly text message fees. However, its popularity and growth potential enticed Facebook, a company facing many challenges and looking for opportunities to expand its user base. Facebook, the social networking website that allowed users to share information with friends, believed WhatsApp was a logical next step that would help it achieve its mission of "making the world more open and connected."
  
  When Facebook announced the acquisition, it vowed to keep WhatsApp operating independently, letting the founders control the direction of the company and allowing WhatsApp to stay true to its mission. Yet, many debated the logic behind paying so much for such a small company with limited revenue streams. Was Facebook correct to purchase WhatsApp? Even at $22 billion? How could it create value if it did not integrate WhatsApp with Facebook?

  Keywords: WhatsApp; Facebook; Mobile Messaging; social network; Acquisitions; value added; strategy alignment; monetization; social platforms; technology; Strategy; Corporate Strategy; Acquisition; Communication Technology; Social and Collaborative Networks; Value Creation; Communications Industry; Information Technology Industry;

  Citation:

  Collis, David, Ashley Hartman, and Aakash Mehta. "$19B 4 txt app WhatsApp...omg!" Harvard Business School Case 715-441, January 2015. (Revised May 2018.)  View Details

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