In 1997, Gregory Slayton was appointed CEO MySoftware, which had revenue and operating losses in the past two years. Within 90 days, he stabilized the company through a combination of spending cuts, fiscal discipline and responsibility at all levels of the organization and coordination of employee and customer incentives with corporate goals. The challenge ahead was to return the company to profitable growth. Slayton and his management team has identified four potential for growth of the company: 1) creating a profitable annuity based products, 2) the expansion of distribution channels, 3) increasing partnerships with OEM-manufacturers, and 4) the possibility of drawing new Internet business. He knew he needed to take into account the potential income every opportunity, and investment, the resources and the level of management attention required. It also assess the impact that these factors have on the core business in MySoftware. Slayton and his team met the next week to make a final decision on which of the four possibilities of the company must be held within the next year. "Hide
by H. Kent Bowen, Nicole Tempest Source: Harvard Business School 21 pages. Publication Date: March 25, 1999. Prod. #: 699121-PDF-ENG
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