Eureka Case 30 min

Year One

You are Joan, 51, CEO of Mobler Empordà, a 70-year-old Catalan furniture group. You took the job six months ago with a board mandate to turn the company around. The honeymoon is over. You have 90 days to commit to year-1 actions.

The situation

Mobler Empordà makes mid-market furniture — wholesale to interior-design retailers and own-brand sales through 11 own-brand stores in Catalunya, Aragón, and Valencia. 480 employees. €145M revenue last year, down from €178M three years ago. Losses three years running: −€2.1M, −€4.8M, −€6.4M.

Six months in, you've completed the diagnosis. Three stores are structurally money-losing. One of your two production facilities runs at 58% utilization — break-even is 72%. Working capital is consuming €1.6M/month. The board approved a €12M revolving credit facility but wants a clear year-1 action plan before drawing on it. Two members of your senior team have already left.

Your job in this case: review the five turnaround levers, model the magnitude of action across the three biggest, and commit to a year-1 plan shape. The board meets in 9 days. The town in Salt, where your second production facility employs 180 people, is reading the local paper for any hint of news.

The decision

What is the shape of Year One?

  • A · Aggressive surgical year-1
  • B · Phased over 3 years
  • C · Strategic refocus (premium pivot)

The rest of the case is locked

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