Caesar, a professional IT services firm, has competed in the Dutch IT market since 1993. Its initial value proposition was supplying its customers with competent human capacity at a low hourly or daily rate (often referred to as "body-shopping").
In 2005 these two value propositions using integrated organizational routines and one brand name were promoted by Caesar. This led to three primary issues that created critical anxiety and frustration within the company management. First of all the integrated brand name resulted in a diffuse marketing proposition towards would-be customers. Sales was concerned by the second issue: each Sales Manager encountered issues in selling both products within an identical portfolio. Third, the anxiety in organizational processes fostered frustration, conflict and lack of cooperation among employees.
PUBLICATION DATE: May 15, 2009 PRODUCT #: IES216-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
Related Case Solutions & Analyses:
Building Career Foundations: Kevin Williams (A) Video
Simons Hostile Tender for Taubman (A)
Managing a Public Image: Sophie Chen
Note on Foreign Direct Investment in Japan
US Telecommunications Industry (A)–1984-96
Edward Jones
BUSINESS PLAN-TRUCKING BUSINESS
B and F Computer Repair
CEMEX
SmoothPay – Growing a mobile Payment User Base
