Case | HBS Case Collection | April 2011 (Revised July 2012)

Talismark

by Richard S. Ruback and Royce Yudkoff

Abstract

Talismark, which helped its customers manage their waste, was considering re-engineering its business fundamentals to dramatically increase profitability by changing its sales and information processes. Implementing the changes would be expensive and would interrupt its new customer acquisition efforts, and it would be 18 months until the company could begin to acquire new business. The case explores the rationale and consequences of re-engineering a business.

Keywords: Transition; Decision Choices and Conditions; Profit; Growth and Development; Information Management; Business Processes; Organizational Change and Adaptation; Sales; Utilities Industry;

Citation:

Ruback, Richard S., and Royce Yudkoff. "Talismark." Harvard Business School Case 211-097, April 2011. (Revised July 2012.)