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9 items were found using the following search criteria
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The Power of Direct Sales (Spanish version)
Deighton, John; Abbott, Sarah L.Case HBS-413S02MarketingThe sales representatives at Designs by Kate (DBK) sell private label jewelry at hosted parties and through online social media channels. They are also responsible for recruiting, training, and managing new sales reps. CEO and founder Kate Creevey designed the commission plan to encourage sales reps to build teams and become "leaders" for their teams. The strategy has been very successful over the company's first five years. Now the CEO is concer...Starting at €8.20
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DBK: The Power of Direct Sales, Teaching Note
Deighton, John; Abbott, Sarah L.Teaching Note HBS-4285-ETeaching Note for 4284.Starting at €0.00
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Designs by Kate: The Power of Direct Sales
Deighton, John; Abbott, Sarah L.Case HBS-4284-EMarketingThe sales representatives at Designs by Kate (DBK) sell private label jewelry at hosted parties and through online social media channels. They are also responsible for recruiting, training, and managing new sales reps. CEO and founder Kate Creevey designed the commission plan to encourage sales reps to build teams and become "leaders" for their teams. The strategy has been very successful over the company's first five years. Now the CEO is concer...Starting at €8.20
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Buro Happold (Abridged)
Eccles, Robert G.; Johnson, RyanCase HBS-412123-ELeadership and People ManagementIn 1996, Ted Happold, the founder of the engineering services firm Buro Happold passed away and Padraic Kelly became the firm's new Managing Director (MD). One of his first initiatives was "Aim for Growth" which was intended to help the firm grow beyond its current size where it was constrained by a structure of having each of the firm's founding partners responsible for a group of 25-30 engineers. This initiative was very successful but the firm...Starting at €8.20
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Motivating Salespeople: What Really Works
Steenburgh, Thomas; Ahearne, MichaelArticle HBS-R1207D-ENo sales force consists entirely of stars; sales staffs are usually made up mainly of solid performers, with smaller groups of laggards and rainmakers. Though most compensation plans approach these three groups as if they were the same, research shows that each is motivated by something different. By accounting for those differences in their incentive programs, companies can coax better performance from all their salespeople. As the largest cadre...Starting at €8.20
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SCMS: Battling HIV/AIDS in Africa
Raman, Ananth; Watson, Noel; Kraiselburd, Santiago; Akili, EmmanuelCase HBS-613023-EService and Operations ManagementIn 2005, USAID and the U.S. President s Emergency Plan for AIDS Relief (PEPFAR), created the Supply Chain Management System (SCMS) to procure and distribute essential medicines and supplies; provide technical assistance to transform existing supply chains; and collaborated with in-country and global partners to coordinate efforts. The new US Global Health Initiative (GHI) initialized in 2010 sought to build on these efforts through strengthened ...Starting at €8.20
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Incentive Systems
Hall, Brian J.Case HBS-916029-EThis note serves as a supplement to any course on incentive design within organizations. The note focuses on the principal difficulties in designing incentive systems, including the trade off between objective and subjective performance metrics, how to design incentive systems in team environments, and the inherent problems with designing incentive systems in environments where workers are involved in multiple activities.Starting at €8.20
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The Weir Group: Reforming Executive Pay (A)
Paine, Lynn Sharp; Gabrieli, FedericaCase HBS-319046-EIn February 2018, the Remuneration Committee together with the full Board of Directors of the Scotland-based engineering company The Weir Group had to decide whether to seek a shareholder vote at the upcoming Annual General Meeting in April on a proposal to reform the company's executive remuneration system. The stakes were high: two years earlier shareholders had so roundly rejected a proposal to reform the company's executive pay arrangements t...Starting at €8.20
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Don't Let Metrics Undermine Your Business
Harris, Michael; Taylor, BillArticle HBS-R1905C-ELeadership and People ManagementEvery day, at almost every company, strategy is being hijacked by numbers. Because strategy is abstract, employees often mentally replace it with the hard metrics meant to assess whether the organization is succeeding at it. This tendency is called surrogation, and it destroys a lot of value. Take Wells Fargo. Executives there decided to track cross-sales to customers to measure performance on the bank's strategy of building long-term customer re...Starting at €8.20