Peeters, CarineBaert, Caroline2018-11-302018-11-302018http://hdl.handle.net/20.500.12127/6043The case study is set at the end of the year 2014. At that time, Truvo, a traditional yellow pages industry player in Belgium, has already made a number of important steps in its transition from a print directory company to a digital marketing agency for small and medium sized enterprises (SMEs). Different strategic options have been explored, implemented and / or abandoned, illustrating the continuous approach to the company's strategic transformation. In 2014, Truvo's management had to decide on two important next steps in the company's transformation: 1) Should Truvo further accelerate the full exit from print business? 2) Should Truvo extend its digital marketing offering by creating a full-service agency targeting larger clients? In addition to a reflection on Truvo's transformation journey overall, these two concrete questions offer an opportunity to expose students and executives to the difficulty of strategy making when a company needs to radically rethink its existing business model in a context of rapid but also uncertain market developments.enStrategy MakingDigital DisruptionTurbulent EnvironmentsIndustry DigitizationStrategic Transformation318-0088-1318-0088-8 (TN)318-0088-8B318-0088-4160952134827