Case | HBS Case Collection | September 2010

NetApp

by Das Narayandas and Elizabeth A. Kind

Abstract

NetApp had undertaken an award-winning overhaul and upgrading of its channel strategy design that accounted for 46 percent of North America sales in 2006. Nonetheless, NetApp senior management announced they expected to grow revenue another 30% in fiscal 2007 with half the growth coming from channel sales. To meet those goals, a number of issues that had developed around the channel sales program would need to be addressed.

Keywords: Advertising; Business Model; Design; Revenue; Planning; Problems and Challenges; Sales; Manufacturing Industry; Computer Industry; Information Technology Industry;

Citation:

Narayandas, Das, and Elizabeth A. Kind. "NetApp." Harvard Business School Case 511-058, September 2010.