In June 1984, Vice President of Turner Construction Company must decide whether to approve the construction project is considered one of the regional offices, Turner and how to manage the apparent reluctance, that the territory of the general manager to pursue a different account, which has a strategic importance for Turner. A key issue is the appropriate marketing organization for the company: Turner is highly decentralized geographically (to ensure maximum operating efficiency and presence in local markets) and shopping behavior in some important segments of the market becomes more and more national and centralized. The case also provides a lot of information about the sales process and account / project management tasks in general business contracts. "Hide
by Frank V. Cespedes Source: Harvard Business School 18 pages. Publication Date: January 8, 1985. Prod. #: 585031-PDF-ENG
Related Case Solutions & Analyses:
Emotiv Systems Inc.: Its the Thoughts that Count
Roshan: Light at the End of the Tunnel in Afghanistan
What Is the Best Global Strategy for the Internet
TradeCard: Building a Global Trading Electronic Payment System
Marketing and Discontinuous Innovation: The Probe and Learn Process
General Electric Plastics: Organizing the Marketing Function
FIVE MINDS OF A MANAGER
THE RITZ-CARLTON HOTEL COMPANY
Hansson Private Label, Inc. Evaluating an Investment in Expansion
YouTube for Brands
