Case studies

A new takeoff for LOISEAU: from the death of the Chef to renewal

Thomas PARIS, Frédéric LEROY

January 2012

The "gastronomic" company Groupe Bernard Loiseau was managed by its founder, manager and Chef from the very beginning. The total size of the group was one hundred employees, 4 restaurants. After Bernard Loiseau's death in February 2003, the company lost its charismatic leader as well as its expert. The consequent restructuring was aimed as going from a very centralized structure to a more functional organizational structure. Moreover, the company was supposed to reorganize its creative mood by hiring a new chef in the spirit of Loiseau, keeping its 3 stars in the Michelin Guide. This renewal was aimed also at defining what was Loiseau spirit and creating an atmosphere for innovation to keep clients coming without betraying the clients' expectations.

ANTALIS-MAP (A) : Fusionner et faire face aux turbulences

Bertrand QUELIN

January 2012

ANTALIS-MAP (A): Merging to Manage Market Turbulence

Bertrand QUELIN

January 2012

ANTALIS-MAP (B) : Fusionner et réorganiser : Un management postacquisition

Bertrand QUELIN

January 2012

ANTALIS-MAP (B): Merging and Post-acquisition Management

Bertrand QUELIN

January 2012

Antalis is a company working as a major player in the B-to-B distribution in Europe. In 2007, Antalis took control over its competitor MAP to become #1 in the paper distribution industry. This key strategic move allows it to expand its geographical coverage, rationalize its warehouse and distribution network, and benefit from economies of scale. In a mature industry, and knowing a steady decline in demand, this acquisition demonstrates the benefit of a strategy focused on the size and complementarity of activities. It prepares the company Antalis better than its direct competitors in the industry knowing turbulence since.