Publications
Publications
- January 2017 (Revised February 2018)
- HBS Case Collection
Godiva Japan: Think Local, Scale Global
By: Rohit Deshpandé, Esel Cekin and Akiko Kanno
Abstract
This case tracks Jerome Chouchan’s strategies and execution for a successful turnaround of Godiva Japan’s operations, which were experiencing a decline in sales when he became the managing director of the company in 2010. Through various initiatives and innovations, Godiva Japan had targeted a variety of demographic segments in different sales points, acquired new customers, and created a moment of luxurious consumption for all ages. Accordingly, within Godiva’s global enterprise, Godiva Japan had become number two in worldwide sales and number one in profits. It exported made-in-Japan products and concepts to Godiva’s other markets. How could Chouchan keep the momentum and sustain Godiva Japan’s top-line and bottom-line growth going forward? Would he be able to keep the balance between aspirational and accessible? How much of the success in Japan might contribute to the growth of Godiva's global sales?
Keywords
Branding; Internationalization; Innovation; Positioning; Customer Segmentation; Occasion-based Segmentation; Execution; Talent; Customer-focused Strategies; Product Positioning; Globalized Firms and Management; Change Management; Talent and Talent Management; Customer Focus and Relationships; Product; Segmentation; Innovation and Invention; Brands and Branding; Retail Industry; Food and Beverage Industry; Japan
Citation
Deshpandé, Rohit, Esel Cekin, and Akiko Kanno. "Godiva Japan: Think Local, Scale Global." Harvard Business School Case 517-056, January 2017. (Revised February 2018.)