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Appropriate for marketing classes. This note follows the evolution of selling starting with the skills set forth by Dale Carnigie in the 1950s through the 1970s followed by consultive selling in the 1980s and 1990s and the valued added selling of the 21st century.

When a set of giant robotic arms developed for the International Space Station breaks down during a crisis, project manager Samantha Van Sant finds herself in the hot seat. Did her team compromise quality by pushing the contractors too hard on speed? How can she prevent future mishaps-should the arrangement with the contractors be renegotiated to include different incentives or more safeguards? Gary L. Moe, a director of McKinsey's Business Technology Office; Tom Quinly, president of aerospace contractor Curtiss-Wright Controls; and HBR readers weigh in on the speed-versus-quality quandary.

When a set of giant robotic arms developed for the International Space Station breaks down during a crisis, project manager Samantha Van Sant finds herself in the hot seat. Did her team compromise quality by pushing the contractors too hard on speed? How can she prevent future mishaps-should the arrangement with the contractors be renegotiated to include different incentives or more safeguards? Gary L. Moe, a director of McKinsey's Business Technology Office; Tom Quinly, president of aerospace contractor Curtiss-Wright Controls; and HBR readers weigh in on the speed-versus-quality quandary.

When a set of giant robotic arms developed for the International Space Station breaks down during a crisis, project manager Samantha Van Sant finds herself in the hot seat. Did her team compromise quality by pushing the contractors too hard on speed? How can she prevent future mishaps-should the arrangement with the contractors be renegotiated to include different incentives or more safeguards? Gary L. Moe, a director of McKinsey's Business Technology Office; Tom Quinly, president of aerospace contractor Curtiss-Wright Controls; and HBR readers weigh in on the speed-versus-quality quandary.

World Portal was a successful Internet portal. They had just received a letter from a Wall Street analyst expressing skepticism about their financial statement transparency. How would they respond to the analyst?

When a former middle manager of a technology manufacturing company becomes a general manager, he finds his new role more stressful. There are complaints from sales reps about delayed shipments to customers, and workers are protesting the new climate survey he initiated in an attempt to learn more about how employees feel. Also EEOC regulations have forced him to study how well his employees are treated. His attempts to delegate have backfired, and his organization is $400,000 off plan. This case can be used to teach students about individual behavior, Type A behavior, time and priority management, balancing work and family life, managing performance, managing energy in professional life styles, organizational behavior, and leadership.