Subject category:
Ethics and Social Responsibility
Published by:
Stanford Business School
Version: 14 July 2004
Length: 18 pages
Data source: Field research
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Abstract
The case take the reader through the history of Comstar, specifically focusing on the development of the company''s channel sales organization. As the company''s channel grew by acquisition in terms of number of distributors and VARS, and the company''s product offering became increasingly complex, Comstar was faced with challenges around inventory management and linearity. The company was becoming increasingly insulated from its customers by piles of inventory in the channel and the company''s revenues were becoming less predictable.
Location:
Size:
1,100 employees, USD450 million
Other setting(s):
2003
Subject category:
Ethics and Social Responsibility
Published by:
Stanford Business School
Version: 14 July 2004
Length: 1 pages
Data source: Field research
Notes: For terms & conditions go to www.thecasecentre.org/freecaseterms
About
Abstract
The case take the reader through the history of Comstar, specifically focusing on the development of the company''s channel sales organization. As the company''s channel grew by acquisition in terms of number of distributors and VARS, and the company''s product offering became increasingly complex, Comstar was faced with challenges around inventory management and linearity. The company was becoming increasingly insulated from its customers by piles of inventory in the channel and the company''s revenues were becoming less predictable.
Settings
Location:
Size:
1,100 employees, USD450 million
Other setting(s):
2003
Related
Subject category:
Ethics and Social Responsibility
Published by:
Stanford Business School
Version: 14 July 2004
Length: 1 pages
Data source: Field research
Notes: For terms & conditions go to www.thecasecentre.org/freecaseterms