Med-Mart: Transitioning the Business Model (B)

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.

Compact case

Supplement

Reference no. E163B

Subject category: Entrepreneurship

Authors: Jim Lattin (Stanford Graduate School of Business, Stanford University); Mark Leslie (Stanford Graduate School of Business, Stanford University); Erin Cunningham Yurday (Stanford Graduate School of Business, Stanford University)

Published by: Stanford Business School

Originally published in: 2003

Version: 14 July 2003

Length: 2 pages

Data source: Field research

Topics: Sales compensation; Sales management; Sales agents; Entrepreneurship; Strategy implementation; Business models

Share a link: https://casecent.re/p/96994

| No reviews for this item

This product has not been used yet

View our pricing guide or login to see prices.

Abstract

This is supplemental material to (E163A) 'Med-Mart: Transitioning the Business Model (A)', and should be handed out in class as discussion progresses. Med-Mart CEO Peter Kelly's revised business strategy and new sales compensation plans are presented for consideration.

Location:

Northern California

Industry:

Home medical supply

Size:

200 employees, USD18 million revenues

Other setting(s):

1995