Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Case
-
Reference no. 9-388-055
Published by: Harvard Business Publishing
Originally published in: 1987
Version: 21 January 1988

Abstract

Describes the challenges facing the president of an old-line foodservice and food processing equipment manufacturing company as it attempted to accelerate sales and profit growth through the introduction of innovative products. The introduction of a ‘revolutionary’ combination oven, ongoing labor confrontation at the headquarter''s plant, and a series of acquisitions were among the issues occupying Louise O''Sullivan as she prepared to enter her third year as the senior executive of Groen. The policies and practices of Dover Industries, designed to motivate operating company presidents ‘to think like owners’, are also described because of their relevance to her behavior and performance in that job.
Location:
Size:
Mid-size, USD50 million sales
Other setting(s):
1987

About

Abstract

Describes the challenges facing the president of an old-line foodservice and food processing equipment manufacturing company as it attempted to accelerate sales and profit growth through the introduction of innovative products. The introduction of a ‘revolutionary’ combination oven, ongoing labor confrontation at the headquarter''s plant, and a series of acquisitions were among the issues occupying Louise O''Sullivan as she prepared to enter her third year as the senior executive of Groen. The policies and practices of Dover Industries, designed to motivate operating company presidents ‘to think like owners’, are also described because of their relevance to her behavior and performance in that job.

Settings

Location:
Size:
Mid-size, USD50 million sales
Other setting(s):
1987

Related