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• Supplement | HBS Case Collection | September 2018

  Hidrovias do Brasil: Navigating Unchartered Waters: Spreadsheet Supplement

  Boris Groysberg and Sarah L. Abbott

  Citation:

  Groysberg, Boris, and Sarah L. Abbott. "Hidrovias do Brasil: Navigating Unchartered Waters: Spreadsheet Supplement." Harvard Business School Spreadsheet Supplement 419-701, September 2018.  View Details

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• Case | HBS Case Collection | July 2018 (Revised September 2018)

  Hidrovias do Brasil: Navigating Unchartered Waters

  Boris Groysberg and Sarah L. Abbott

  Since its founding eight years earlier, Hidrovias do Brasil (“Hidrovias”), an integrated logistics provider serving corporate customers exporting products from South America via the Atlantic Ocean, had grown to 900 employees and $253 million in annual revenues. Hidrovias was founded by the Brazilian private equity firm, Pátria Investments, who had built the business from the ground up, forging and nurturing relationships with customers, investors, government entities, and suppliers. As Bruno Serapiao, Hidrovias’s CEO pondered next steps for the company, he considered the following questions: What had been the key drivers of Hidrovias’s success to date? What were the major challenges? And, what was the best path for the company going forward?

  Keywords: growth and development; leadership; operations; human resources; private equity; Brazil; emerging markets; entrepreneurial organizations; operation management; strategy; general management; Entrepreneurship; Finance; Growth and Development; Leadership; Operations; Problems and Challenges; Transportation; Human Capital; Strategy; Emerging Markets; Brazil;

  Citation:

  Groysberg, Boris, and Sarah L. Abbott. "Hidrovias do Brasil: Navigating Unchartered Waters." Harvard Business School Case 419-007, July 2018. (Revised September 2018.)  View Details

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• Case | HBS Case Collection | July 2018

  LIXIL Group Corporation: Building a New Company in an Old Industry

  Boris Groysberg and Akiko Kanno

  In the spring of 2018, Kinya Seto, president and CEO of LIXIL Group Corporation, a major housing and building products and services company, called a meeting at the company’s head office in central Tokyo to discuss how to implement the new three-year strategic plan. LIXIL had been established in 2011 through a merger of five of Japan’s major companies across a broad spectrum of building materials and other housing-related businesses. The company had subsequently acquired established international brands such as American Standard and GROHE and had become a global company of over 70,000 employees operating in more than 150 countries. Its business lines included manufacturing and marketing construction materials and products for both commercial buildings and private houses, with subsidiary home-building and renovation franchises. The predecessor companies that formed LIXIL had each had a long history of business success, some dating back a hundred years. To accelerate the implementation of LIXIL’s global strategy, Seto and his senior management team had expressed ideas about creativity and innovation centered around differentiated products, services and business models. How could Seto position LIXIL for success? How much integration was needed at LIXIL? How could Seto build one LIXIL brand that would be recognized globally? Could design, new products, and a shift in business model from B2B to B2C be the drivers of growth? How should Seto execute LIXIL’s three-year plan? What is or are LIXIL’s source(s) of competitive advantage?

  Keywords: consolidation; turnaround; Leadership and Change Management; Consolidation; Change; Leadership; Global Strategy; Business Model; Consumer Products Industry; Manufacturing Industry; Japan;

  Citation:

  Groysberg, Boris, and Akiko Kanno. "LIXIL Group Corporation: Building a New Company in an Old Industry." Harvard Business School Case 419-009, July 2018.  View Details

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