Case Studies Meeting Retail Sales 
Harvard Business
OCTOBER 18, 2018
Lance Best, the CEO of Barker Sports Apparel, was meeting with Nina Kelk, the company’s general counsel, who also oversaw human resources. But one person had given him the lowest ratings possible, and from the written remarks, Lance could tell that it was Ahmed Lund, Barker’s head of sales. “You’re surprised?”
Harvard Business
DECEMBER 19, 2018
Editor's Note This fictionalized case study will appear in a forthcoming issue of Harvard Business Review, along with commentary from experts and readers. Gideon Bear, the sales manager, tended to favor aggressive approaches. In the meetings with Gideon it feels like you’ve been holding something back.
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Harvard Business
APRIL 25, 2018
The largest producer of rice crackers in Japan, the company had $1 billion in domestic sales and hoped to kickstart growth and globalization plans. Editor's Note This fictionalized case study will appear in a forthcoming issue of Harvard Business Review, along with commentary from experts and readers. However, their planned U.S.
Harvard Business
JUNE 26, 2018
When the shampoo was ready, she’d started selling it to local retailers and developing a loyal customer base. But after months of research and meetings, she still hadn’t found the right successor or buyer. So Elena had invested her savings to hire a chemist and create something better. It was time to get back to the office.
Harvard Business
SEPTEMBER 13, 2017
We chose Brazil’s beef industry as the location of our case study , both for the size and complexity of the industry and for its impact on the planet. For slaughterhouses and retailers (Brazilian operations), we also projected positive benefits: $20 million to $120 million (0.01% to 0.1% of revenues).
Harvard Business
SEPTEMBER 12, 2016
The saying “You only have one chance to make a first impression” holds true in many situations, from job interviews to sales calls. Before meeting someone new — whether it’s a potential employer or a new client — do your homework. What should you actually say? And what’s the best way to follow up?
Harvard Business
MARCH 9, 2017
Our two-year research study , including interviews with over 60 senior executives, as well as workshops and case studies, illuminates a glaring blind spot: We simply don’t appreciate how risky it can feel for others to speak up. First, people should meet you on your territory, rather than the other way around.
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