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Case
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Reference no. 9-508-054
Subject category: Marketing
Published by: Harvard Business Publishing
Originally published in: 2008
Version: 11 March 2009

Abstract

On a fall day in September 2003, Robert Swanborough made his way down a thickly carpeted hallway in Purolator''s headquarters in Toronto, Canada, toward a meeting with his two deputies. Several months earlier, Swanborough, then Vice-President of Marketing, had been named Vice-President for Sales Effectiveness atop a transformed sales division. The previous week, the team had presented to top management the results of the customer segmentation research that Swanborough had contracted while in marketing. The research identified customers that would be willing to pay more for the services that Purolator was or could potentially provide to them. The new Sales Effectiveness team planned ...
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Other setting(s):
2003

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Abstract

On a fall day in September 2003, Robert Swanborough made his way down a thickly carpeted hallway in Purolator''s headquarters in Toronto, Canada, toward a meeting with his two deputies. Several months earlier, Swanborough, then Vice-President of Marketing, had been named Vice-President for Sales Effectiveness atop a transformed sales division. The previous week, the team had presented to top management the results of the customer segmentation research that Swanborough had contracted while in marketing. The research identified customers that would be willing to pay more for the services that Purolator was or could potentially provide to them. The new Sales Effectiveness team planned ...

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Other setting(s):
2003

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