Remaking JC Penney's Organizational Culture
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ICMR HOME | Case Studies Collection
Case Details:
Case Code : HROB094
Case Length : 8 Pages
Period : Not Applicable
Pub Date : 2007
Teaching Note :Not Available
Organization : Not Applicable
Industry : Pharmaceutical
Countries : India
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Please note:
This case study was compiled from generalized experience of the
authors, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Barun Mukherjee (Barun) was a Regional Manager (RM) at DrugPharmz, a
mid-sized pharmaceutical company in India. He had joined this company a year
earlier. During one year, he had witnessed a high attrition rate in his
sales team, and found it difficult to find suitable people who could fill up
these vacancies.
This had resulted in decreased revenues and non-fulfillment of the sales
targets for his region. The senior management at DrugPharmz did not
entertain this as an acceptable excuse for non-performance, as they felt
that it was the RM's responsibility to manage employee turnover and find
suitable replacements. Barun began to wonder whether his own management
style had anything to do with this state of affairs. Barun had a total work
experience of 10 years in the pharmaceutical industry.
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Before joining DrugPharmz, he had worked for nine years with
Medicines India, another reputed pharmaceutical company. His service
record at Medicines India had been reasonably good. In particular,
his stint of five years as an Area Manager (AM) in that company had
been exceptional; he had been viewed as a strong AM by his
management as well as by the competitors. As an AM, he had seldom
missed his sales targets, and had gained the reputation of an AM who
pushed his team members to the limit and achieved the sales
objectives irrespective of the obstacles. This new assignment was
his first as an RM, and Barun had jumped at the opportunity when it
came his way. |
DrugPharmz was in the process of re-launching its operations in West Bengal.1
The company used to do brisk business in West Bengal five years earlier, but due
to certain operational issues as well as problems at the corporate level, the
company had stopped its operations in West Bengal as well as eight other states
of India.
Three years back, DrugPharmz's top management had felt that the internal
problems had been sorted out; they decided to resume operations in all these
nine states. The market in West Bengal, with its large population, was of
particular importance to the company. The top management felt that the company
could quickly regain its lost ground in West Bengal as it already had an
established reputation in this market...
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