Entity Dossier
entity

Bertil Hagman

Strategic Concepts & Mechanics

Cornerstone MoveSell Abroad Before Selling at Home
Capital StrategySupplier Credit as Venture Capital
Signature MoveCopy the Machine Then Outrun the Patent
Competitive AdvantageFraud-Proof Packaging as Market Maker
Strategic PatternDeveloping World as First-Best Customer
Signature MovePatriarch Approves Accounts Until Death
Cornerstone MoveKill the Cash Cow to Feed the Tiger
Cornerstone MoveRent the Razor, Sell the Paper
Competitive AdvantageTwenty-Year Technical Lead as Moat
Signature MoveSecrecy So Total Hotel Staff Cannot Clean
Signature MoveOpen Door Cancels Any Meeting for a New Idea
Signature MoveOffshore Commission Architecture as Dynasty Shield
Cornerstone MoveBuy the Entire Milk Chain from Udder to Shelf
Decision FrameworkNon-Family Crisis Manager as Dynasty Insurance
Competitive AdvantageService Guarantee as Lock-In Mechanism
Identity & CultureDynasty Tax Drives Every Structural Decision
Operating PrincipleDisciplined Imagination Over Pure Invention

Primary Evidence

"Bertil Hagman hastily went to London to discuss the matter with Hans and Gad. After the meeting, they agreed that Tetra Pak would make a bid. Through Jacob Palmstierna, who was about to join Tetra Pak’s board, a signal was sent to Investor’s CEO, Claes Dahlbäck, that Tetra was interested in Alfa Laval. But for Tetra Pak, the contact with Investor was not sufficient, there was another major owner in Alfa Laval, namely the financier Fredrik Lundberg. Tetra Pak was not only interested in buying a part but desired complete control over the company."

Source:Tetra

"On Tuesday, January 22, 1991, eight people from Tetra Pak gathered at the Grand Hotel in Stockholm: Bertil Hagman with his wife, Jörgen Haglind, director of communications, Bengt Eckerwall, head of research in Lausanne, Lennart Ohlsson, head of finance in Lausanne, the secretaries Rosemarie Werner and Kristina Kessel, and the trusted chauffeur Bengt Jensen. All the rooms were reserved under their names and not the company’s. Three of the rooms were converted into offices. The blackout was total; hotel staff were forbidden to clean at regular times and to prevent leaks, all transportation to and from the hotel was handled by Bengt Jensen. The Tetra people even had their own telephone and fax lines installed to minimize the risk of eavesdropping."

Source:Tetra

Appears In Volumes