This is a sophisticated growth strategy case that tests the candidate's ability to synthesize complex market data and identify strategic imperatives. The case requires structured thinking across three dimensions (current business, market dynamics, future aspirations) while demonstrating creative problem-solving under ambiguity. Success depends on moving beyond surface-level observations to identify that Kitchen Co faces a classic market disruption problem where its mid-tier position is being squeezed from both directions.
We have started to work with a global consumer product company with a diverse portfolio of well-known brands for use both inside and outside the home. Its US brands are typically #1 or #2 in their categories – blenders, toasters, slow cookers, coffee makers, food preservation, irons, fans, clippers – and their international business is small but growing quickly. The company has a lean operating and sales structure, and senior executives believe the company has enjoyed considerable growth and profitability for the past decade.
Our client, the CEO, recognizes that seismic change is occurring in the market and that “business as usual” will not sustain the company for long. However, he is not sure that his leadership team shares his concerns. The CEO, Adam, has hired us to help him get his team on-board to pursuing a new strategy for growth and to help them develop that strategy.
The client is seeking our help to identify and analyze the internal and external forces that could significantly alter the direction of the business over the next 10 years, and to recommend how should Kitchen Co prepare for and act given these changes.