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Listen to The Closer, wherever you get your podcasts. Welcome to the HBR IDI Cash from Harvard Business Review. I'm Sarah Green. Today we are experimenting with a bit of a different format.

We are here with Harvard Business Schools Jill Avery to talk about a case study she published

in HBR and we're also here with the editor of that case

Andy O'Connell. We will hear the case and then we'll discuss the issues it raises.

If you have any feedback on this format please send it to me on Twitter at SK Green. Jill thank you so

much for joining us today. Thank you. And Andy it's great to have you here.

Thanks, great to be here. So Jill I thought before we actually hear this story you could just tee up for us a little bit of some of the major themes in the case.

What should we be listening for here?

Sure. I think one of the big issues in the case is how managers think about changing strategy, particularly

with radical changes in strategy.

It's hard to know when it's the right thing to do and how your customers will respond.

In this case study, this is particularly important because the manager is wondering

how quickly or slowly he will see results from his change in strategy.

So it's hard to know what success would look like and how long we should wait for it to occur.

Okay, great.

We will now hear the story of the case, read for us by a familiar podcast voice to many of you,

H-Byr editor Allison Beard.

Augustine Ray, the new president of the the century-old retailer Emilia drove an SUV full of teenagers into the Spanish city of Lyon to show them the revolution firsthand.

Earlier he had been visiting close friends, Camilo and Maria Vega, in their home near the provincial capital,

and it enthusiastically explained his plan to revamp Amelia's merchandising strategy and redesign some of its stores.

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