Making Local Knowledge Global (HBR Case Study and Commentary)
By: and and and and and
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- Synopsis
- David Martin, chief operating officer of Lexington Labs, was apprehensive about the upcoming meeting with his senior sales executives. Just a few years earlier, when the pharmaceutical company enjoyed extraordinary success, gatherings with the sales force had seemed like celebrations. But in the past 18 months, sales had begun to fall, as had earnings. And most of the top sales personnel had begun to focus on their own businesses as major changes swept through the health care industry. Martin sensed that the solution was a system to facilitate the flow of knowledge across borders. Sales executives needed to share vital information about products, customers, competitors, and selling techniques. But what kind of system would work best? Unfortunately, Martin's apprehensions were justified. The meeting only emphasized how fragmented the company had become. How can Martin get Lexington to function as one global company? In 96302 and 96302Z, Louise Goeser, Thomas H. Davenport, Barry Harrington, George Goldsmith, and G. Kelly O'Dea offer advice on this fictional case study.
- Copyright:
- 1996
Book Details
- Book Quality:
- Publisher Quality
- Publisher:
- Harvard Business Publishing
- Date of Addition:
- 08/04/16
- Copyrighted By:
- Harvard Business School Publishing - HBR
- Adult content:
- No
- Language:
- English
- Has Image Descriptions:
- No
- Categories:
- Nonfiction, Business and Finance
- Submitted By:
- Bookshare Staff
- Usage Restrictions:
- This is a copyrighted book.
Reviews
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