Publications
Publications
- February 2008
- HBS Case Collection
Moët Hennessy España
By: Tiziana Casciaro, Vincent Dessain and Elena Corsi
Abstract
Since being appointed CEO of Moët Hennessy España (MHE), the Spanish subsidiary of the wine & spirits business of Louis Vuitton Moet Hennessy (LVMH), the world's leading luxury products group, Ramiro Otano had overseen a spectacularly successful run at the company by any financial measure. Despite the company's growth, some of the employees who had been at the company for years were complaining that the company had lost its "human touch" in the process of professionalizing and modernizing to capitalize on the fantastic market opportunities that had opened up in Spain. Some felt that the work was now too structured and interpersonal relationships too dry. Otano acknowledged that the financial success had happened on the expense of the informal and relational atmosphere that used to characterize the company. But did it matter, Otano wondered? How should he go forward?
Keywords
Interpersonal Communication; Growth and Development Strategy; Management Practices and Processes; Organizational Culture; Performance Effectiveness; Groups and Teams; Food and Beverage Industry; Spain
Citation
Casciaro, Tiziana, Vincent Dessain, and Elena Corsi. "Moët Hennessy España." Harvard Business School Case 408-108, February 2008.