The Business Case
It’s the end of the first quarter, and the conference room of Acme Corporation was buzzing with activity with “Channel Partners Meet”. Channel partners were generally displeased with the products and services of the company. They were unable to sustain competitive advantages through product differentiators. Though the company kept innovating to offer world-class products to market, they were promptly imitated by competition. This was turning out to be a serious concern with dipping sales revenue and declining market share. The organization had no value proposition/differentiator to position its brands. The top management felt an immediate need to address this concern. But with all the marketing and sales promotional activities conking off, the only sustainable differentiating factor which the board and the channel members would see was “PEOPLE DIFFERENTIATION”.
Even as the directors of Acme Corporation were wringing their hands in despair, a plan started hatching in the mind of Kim, the HR Head. Let’s see that in next post …
