學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Aligning Culture and Strategy at A. P. Nichols
內容大綱
A.P. Nichols, a distributor of parts in the maintenance, overhaul, and repair (MRO) industry is facing the need to realign its strategy to cope to a consolidating competitive environment. A key component of their realignment involves changes the culture and compensation of their sales force while simultaneously building sufficient sales capacity to take advantage of opportunities in their key markets. The case focuses on the newly hired vice-president (VP) of sales, who is tasked with leading the change initiative. Immediate issue facing the VP include: 1) alignment of the client service representative (CSR) team to the strategy and the new model; 2) infrastructure and the need to make a commitment to invest in bringing this up to a best in class level; and 3) building a critical mass in the CSR group.