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In June, 1984, a vice president at Turner Construction Co. must decide whether to approve a construction project being considered by one of Turner's territorial offices and how to manage that territory general manager's apparent reluctance to pursue another account that has important strategic value for Turner. A key issue is the appropriate marketing organization for the firm: Turner is highly decentralized geographically (in order to maximize operating efficiencies and presence in local markets), but buying behavior in some important market segments is increasingly national and centralized. The case also provides much information about the selling process and account/project management tasks in the general contracting business.