Abstract

The case examines the 'blueprint for growth' strategy initiated by Allan Z. Loren, former Chairman and CEO of Dun & Bradstreet (D&B), a leading global provider of business information and tools. Due to several unrelated acquisitions and divestitures, by the late 1990s, D&B had lost the focus on its core businesses, which was having an adverse effect on the company's revenues and profits. The case provides insights on the key elements of 'blueprint for growth' strategy which included leveraging the D&B brand, creating financial flexibility, developing a 'winning' culture and focus on small businesses. Finally, it examines the impact of this strategy on D&B's business operations and financials.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• How lack of focus on core operations can lead to downfall of leading companies
• Strategies that companies need to employ to revive their business
• Role of leaders in kickstarting the growth of a company by focusing on branding and organizational culture.

Keywords

Dun and Bradstreet, Growth Strategy, Financially Flexible Business Model, Business Information Products, Brand Image, Quality Drivers in DUNSRight Process, Leadership Model, Organizational Culture