Managing director of Benetton faces a number of issues relating to the adequacy of the organization to capitalize on the early success he achieved in important foreign markets in the United States. In particular, the case raises questions about how, Benetton have to change its strategy and establish a subsidiary in the U.S., the responsibilities that managers in the subsidiary should be held and other organizational changes that should be made in the Italian headquarters to accommodate such actions. In addition, it aims to manage the transition from business to a professionally managed development stage company. "Hide
by James L. Heskett, Sergio Signorelli Source: Harvard Business School 22 pages. Publication Date: June 18, 1985. Prod. #: 685020-PDF-ENG
Related Case Solutions & Analyses:
Starlite: Confidential Instructions for J. Weiss VP of HR Consumer Imaging Division
Starlite: Confidential Instructions for S. Mason VP of HR Health Sciences Division
Micro Devices Division
RU 486 (B)
Merck & Co. Inc. (B)
Cooley Distillery: The Independent Spirit of Ireland
Kraft Foods: The Coffee Pod Launch (A)
The Garden Place – One Year Later
AstraZeneca: Transforming How New Medicines Flow to Patients
PVR’S SERVQUAL DILEMMA
