Bausch and Lomb Case Study

Only available on StudyMode
  • Topic: Contact lens, Plan, Sales
  • Pages : 51 (1653 words )
  • Download(s) : 529
  • Published : April 28, 2013
Open Document
Text Preview
Bausch
 &
 Lomb
 Case
 Study
 
MAR5416
 

 

 
 

Question
 1:
 What
 do
 you
 think
 of
 the
 way
 that
 management
 team
  handled
 the
 reorganization
 of
 the
 sales
 organization?
 

  The
 reorganization
 was
 intended
 to
 merge
 the
 region’s
 four
 sales
 forces
 into
 one.
 
 I
  believe
 that
 Bausch
 &
 Lomb
 should
 have
 handled
 this
 reorganization
 with
 an
 open
 book
  policy.
 
 In
 the
 first
 phase
 of
 Stronger
 As
 One,
 Bausch
 &
 Lomb
 informed
 employees
 that
 they
  were
 making
 changes,
 but
 failed
 to
 give
 them
 any
 detailed
 information
 about
 how
 this
  reorganization
 would
 affect
 them.
 
 Without
 open
 communication,
 employees
 often
 feel
 left
  out
 in
 the
 dark
 and
 begin
 fearing
 for
 their
 jobs
 and
 sometimes
 even
 looking
 for
 alternative
  employment.
 
 Bausch
 &
 Lomb
 risked
 having
 high
 turnover
 during
 this
 time
 and
 were
  fortunate
 that
 this
 did
 not
 affect
 them
 like
 it
 could
 have.
  Bausch
 &
 Lomb
 also
 challenged
 six
 senior
 sales
 Vice
 President’s
 to
 develop
 the
 new
  sales
 structure.
 
 Bausch
 &
 Lomb
 didn’t
 give
 them
 much
 more
 information
 other
 then
 the
  need
 for
 the
 company
 to
 become
 Stronger
 As
 One.
 
 This
 could
 have
 been
 handled
 using
 a
  brain
 storming
 session
 with
 a
 slew
 of
 employees
 from
 different
 departments
 and
 levels.
 
 By
  limiting
 the
 new
 structure
 design
 to
 just
 these
 six
 VP’s,
 the
 company
 limited
 the
 success
 of
  the
 Stronger
 as
 One
 Initiative.
 
 The
 time
 constraints
 to
 have
 the
 design
 ready
 by
 the
  national
 sales
 meeting
 early
 in
 the
 new
 year
 also
 added
 pressure
 and
 most
 likely
 made
 the
  VP’s
 rush
 with
 the
 design
 and
 cut
 corners.
  Another
 disadvantage
 that
 the
 plan
 had
 was
 that
 the
 VPs
 didn’t
 have
 time
 to
  consider
 all
 the
 impacts
 it
 would
 have
 on
 the
 company.
 
 It
 wasn’t
 until
 the
 team
 began
  charting
 out
 different
 structures
 that
 they
 realized
 exactly
 how
 many
 departments
 would
  be
 affected
 besides
 the
 sales
 department.
 
 This
 made
 the
 initiative
 seem
 like
 a
 last
 minute
  idea
 instead
 of
 a
 well
 though
 out
 plan
 to
 actually
 make
 a
 positive
 change.
  In
 phase
 one,
 the
 new
 positions
 of
 Regional
 Business
 Directors
 were
 now
tracking img