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Chapter 12 Organizing and Planning For Effective Implementation
Case: Avaya (D): Early Results of Demand Generation
Author(s):Godes, David B.
Publisher: Harvard Business School
Publication Date: 2008
Reference: 9-508-051
Abstract: Avaya's top management wants to improve demand generation. This requires an
improvement in the relationship between Sales and Marketing. This case series (Avaya (A)-(D))
walks the student through each phase of this process. The (A) case begins with background on
the firm and asks the student to come up with a strategy to improve the way in which Sales and
Marketing work together. In the (B) case, we see their strategy in the form of a "unified funnel"
and a demand generation framework. The unified funnel communicates the idea that not only
should the marketing funnel and the sales funnel be linked "vertically"--in the sense that
Marketing's leads should flow seamlessly into Sales' funnel--but they should also be integrated
horizontally. This latter point refers to the idea that Sales and Marketing should each play a role
in each phase of the process from email marketing solutions right through to the close. That is,
they argue that the two functions are best integrated by encouraging them to work
simultaneously, not just sequentially. The demand generation framework, on the other hand,
makes explicit what it means for them to work together. For example, they stipulate that
Marketing should be included on the weekly sales conference call. The students are then asked to
think about how they would implement these ideas. In the (C) case, the implementation plan for
a specific market--Brazil--is described. In particular, we are given data that were used in the
roll-out process that showed the market's managers how they compared with other markets on a
number of dimensions. Finally, the (D) case shows some early data suggesting that this new
method of working together has had a significant impact.
Case: Acer America: Development of the Aspire
Author(s): Bartlett, Christopher A.; St. George, Ant
Publisher: Harvard Business School
Publication Date: 1998, Revised 2001
Reference: 9-399-011
Abstract: Follows the development, national launch, and global rollout of the Aspire, Acer’s first
new product developed outside Taiwan. Implementing a very promising new PC concept proves
challenging to Mike Culver and his U.S. team, who are plagued by coordination problem with
experts and resource managers in Taiwan. Leading the global rollout proves equally difficult,
with local managers wanting to make local adaptations. After 2.5 years of missed forecasts and
unexpected losses, CEO Stan Shih must decide whether to abandon the Aspire. More profoundly,
what changes does this failure suggest for his radical “fast food” business concept and his “client
server‘' organization model?. May be used with: (9-399-010) Acer, Inc.: Taiwan's Rampaging
Dragon.
