Case Southfield
HARVARD
lBUsrNEss lscx
3-5 62 tL 10,2013
MICHAEL
BEER
ALISA ZALOSH
Southfield Packaging
Background Note: The introduction to this case ca
Belby, during Belby's annual performance manager, Mark Sanders, and his direct report, Fra t Belby's office earlier in the day, instead review. The meeting, originally scheduled to talgpla took place at a roadside diner en route to a ned'fffi i!i&t! so that Sanders could catch an evening
flight home.
Introduction
Mark Sanders, VP of account phone vibrate in his pocket. out of sight below the incoming text message,
"Sorry about that,
Packaging's Midwest region, felt his cell as he retrieved his phone and held it a time sensitive issue here." Sanders scanned the aEsponse while his regional manager, Frank Belby, waited.
" he said
to
Sanders
"OK, where were we?"
my point of view, Mark," replied Belby. "Look, I know
"I just want to make sure that mv outburst meeting was unacceptable. But so was putting an inexperienced junior client sales associate in
implemented on business that
stlive fingers, "
of long-standing clients-there's no way the proposal would have been geL and the client knew it. If I hadn't intervened I really think our risk. Isn't it my job to protect our clients' interests so they'll renew their knew his face was flushed, but continued an1.way. "Does Sales care what
.hen they sell something that's completely unrealistic? I have to be honestagain today, I'd probably do the same thing for the good of the company."
you. Don't get upset-I think we've rehashed this scenario enough. OK, now discussed each of these characteristic ratings, let's move on and discuss what you might year in terms of..." Sanders paused for emphasis as he made quotation marks with his development. I'll be back in a second-just need to use the restroom. Please, don't
973-562 SouthfieldPackaging
Belby smiled. He agreed with Sanders's suggestion that the performance review completely free of corporate malarkey; he'd filled out six
lBUsrNEss lscx
3-5 62 tL 10,2013
MICHAEL
BEER
ALISA ZALOSH
Southfield Packaging
Background Note: The introduction to this case ca
Belby, during Belby's annual performance manager, Mark Sanders, and his direct report, Fra t Belby's office earlier in the day, instead review. The meeting, originally scheduled to talgpla took place at a roadside diner en route to a ned'fffi i!i&t! so that Sanders could catch an evening
flight home.
Introduction
Mark Sanders, VP of account phone vibrate in his pocket. out of sight below the incoming text message,
"Sorry about that,
Packaging's Midwest region, felt his cell as he retrieved his phone and held it a time sensitive issue here." Sanders scanned the aEsponse while his regional manager, Frank Belby, waited.
" he said
to
Sanders
"OK, where were we?"
my point of view, Mark," replied Belby. "Look, I know
"I just want to make sure that mv outburst meeting was unacceptable. But so was putting an inexperienced junior client sales associate in
implemented on business that
stlive fingers, "
of long-standing clients-there's no way the proposal would have been geL and the client knew it. If I hadn't intervened I really think our risk. Isn't it my job to protect our clients' interests so they'll renew their knew his face was flushed, but continued an1.way. "Does Sales care what
.hen they sell something that's completely unrealistic? I have to be honestagain today, I'd probably do the same thing for the good of the company."
you. Don't get upset-I think we've rehashed this scenario enough. OK, now discussed each of these characteristic ratings, let's move on and discuss what you might year in terms of..." Sanders paused for emphasis as he made quotation marks with his development. I'll be back in a second-just need to use the restroom. Please, don't
973-562 SouthfieldPackaging
Belby smiled. He agreed with Sanders's suggestion that the performance review completely free of corporate malarkey; he'd filled out six