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Case
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Reference no. 9-396-371
Authors: Ashish NANDA
Published by: Harvard Business Publishing
Originally published in: 2018
Version: 9 November 2018
Revision date: 19-Dec-2018

Abstract

By 1993, Ecolab has established a dominant market position in the institutional cleaning industry. As the company's principal competitor, Diversify, drives sales aggressively, Ecolab president Al Schuman faces a choice about how best to market Ecolab's offerings. Should Ecolab's sales personnel continue to focus on building relationships first and worrying about numbers only later? Or has the time come to change the firm's approach? Even as Schuman focuses on this choice, there are some faint rumblings of internal dissension.
Location:
Size:
USD1 billion revenues, 2,000 employees
Other setting(s):
1993

About

Abstract

By 1993, Ecolab has established a dominant market position in the institutional cleaning industry. As the company's principal competitor, Diversify, drives sales aggressively, Ecolab president Al Schuman faces a choice about how best to market Ecolab's offerings. Should Ecolab's sales personnel continue to focus on building relationships first and worrying about numbers only later? Or has the time come to change the firm's approach? Even as Schuman focuses on this choice, there are some faint rumblings of internal dissension.

Settings

Location:
Size:
USD1 billion revenues, 2,000 employees
Other setting(s):
1993

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