Kevin van Wijk had always been a 'sneaker freaker'. As a result of his love and passion for footwear, in 2010 he founded VICO Movement: an independent product-driven footwear brand, valuing European quality, distinctive design, craftsmanship and sustainability. After a promising start in the B2B-market, in 2015, the company fell into severe distress after an internal conflict. After the co-founders parted ways, the company continued its operations under the guidance of Van Wijk, however the footwear manufacturer now faced a new dilemma. Recent numbers had shown that the complex B2B-market stagnated, while at the same time the B2C-market demonstrated promising opportunities. Hence, Van Wijk had to make an important decision in order to revive the company. Should VICO continue its business in the familiar B2B-market? Or should the company make a U-turn, changing course 180 degrees, and enter into the unfamiliar B2C-market?

Footwear, Fashion, Apparel, Startup, Entrepreneurship, B2B, B2C, Founders conflict, Stagnation, Investor's dilemma, Solo founding, Team founding, Wealth versus control, Business model
RSM Case Development Centre

Based on field research; 11 pages.
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Erasmus Research Institute of Management

Schreiner, J. S, Kemmeren, M. K, & Hulsink, W. (2020). VICO Movement: Changing the Sole of a Footwear Firm. RSM Case Development Centre. Retrieved from