Subject category:
Ethics and Social Responsibility
Published by:
Lagos Business School
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https://casecent.re/p/158590
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Abstract
The case discusses the necessity and task of building a new culture of not giving PR (bribes) to facilitate getting business, and company growth. Gogo Nigeria Limited (GNL) had, before the arrival of Mr Pepper, the then CEO of the company, almost collapsed as a result of the culture of approving monies, which they called PR, for client services managers to grease the palm of the account managers of their clients before an account is contracted to them. As such, monies were not receipted, and the client services managers began to inflate the requests made by clients' managers. This led to high operating costs, poor service delivery, client dissatisfaction, some staff cutting corners and selling sample products, decline in revenue and profitability, and the inability of GNL to pay staff salaries for over five months. Mr Peter, who eventually took over (from Mr Pepper) as the new CEO of GNL was charged with the task of building a new culture of no PR-giving, and running a profitable organisation.
Teaching and learning
This item is suitable for postgraduate and executive education courses.Geographical setting
Region:
Africa
Country:
Nigeria
About
Abstract
The case discusses the necessity and task of building a new culture of not giving PR (bribes) to facilitate getting business, and company growth. Gogo Nigeria Limited (GNL) had, before the arrival of Mr Pepper, the then CEO of the company, almost collapsed as a result of the culture of approving monies, which they called PR, for client services managers to grease the palm of the account managers of their clients before an account is contracted to them. As such, monies were not receipted, and the client services managers began to inflate the requests made by clients' managers. This led to high operating costs, poor service delivery, client dissatisfaction, some staff cutting corners and selling sample products, decline in revenue and profitability, and the inability of GNL to pay staff salaries for over five months. Mr Peter, who eventually took over (from Mr Pepper) as the new CEO of GNL was charged with the task of building a new culture of no PR-giving, and running a profitable organisation.
Teaching and learning
This item is suitable for postgraduate and executive education courses.Settings
Geographical setting
Region:
Africa
Country:
Nigeria