Colfax Corporation was a young, privately held group of pump-manufacturing firms from Europe and America. Meaning to go public, it was keen to locate a storyline for investors of how it could grow at speeds faster than its subsidiaries had historically grown in their own home areas and core-customer industrial markets. This case describes a striking new-growth opportunity: selling Colfax options into state-owned petroleum businesses in the Middle East at a time when these companies were striving to add capacity.
Designing the best marketing system required Colfax to consider a complex of problems, including global resource allocation and installation, a process for customer-relationship building, and approximations for revenue streams versus investment outlays. The design procedure was, in short, far more than "sticking sales rep pins in the map." Case readers are requested to believe together with the Colfax global management team in deciding, "How much can we afford to risk our present income model in order to build new capability in a new area in a brand new manner?"
PUBLICATION DATE: March 10, 2009 PRODUCT #: KEL405-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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