Turner Construction Co.

Frank V. Cespedes

Case | HBS Case Collection | January 1985 (Revised June 1993)

Turner Construction Co.

Abstract

In June, 1984, a vice president at Turner Construction Co. must decide whether to approve a construction project being considered by one of Turner's territorial offices and how to manage that territory general manager's apparent reluctance to pursue another account that has important strategic value for Turner. A key issue is the appropriate marketing organization for the firm: Turner is highly decentralized geographically (in order to maximize operating efficiencies and presence in local markets), but buying behavior in some important market segments is increasingly national and centralized. The case also provides much information about the selling process and account/project management tasks in the general contracting business.

Keywords: Organizational Structure; Projects; Market Entry and Exit; Integration; Contracts; Marketing Strategy; Sales; Business or Company Management; Business Offices; Geographic Location; Construction Industry;

Format: Print

18 pages

Educators Purchase

Citation:

Cespedes, Frank V. "Turner Construction Co." Harvard Business School Case 585-031, January 1985. (Revised June 1993.)

Fred Shilmover and Sam Clemens prepared for their fourth quarter board meeting. They were excited to have scaled their software startup, InsightSquared, to $2 million in revenue and secured an $8 million round of venture capital. However, they disagreed on the path ahead, specifically on the sales and marketing plan. Shilmover preferred a sales-centric approach to growth while Clemens preferred a marketing-centric one. Which strategy was optimal for their venture’s next phase of growth?

Teaching Note for HBS Case No. 819-010. Shindigz sells party and celebratory items through its branded direct online channel, third-party retail and wholesale channels, and online marketplaces. Shindigz has for decades successfully executed a premium-priced branded strategy across its distribution channels. But market developments put this approach at risk. The teaching note discusses the impact of omni-channel buying processes on marketing requirements in an event-driven product category; the links between channel choice, pricing, and business strategy; and the requirements for change in response to market conditions that put pressure on established processes in a business model.

In August 2017, Cumplo’s Founder Shea and CEO Kirberg meet to discuss growth and strategy issues faced by this Chilean fintech startup. What sales and marketing strategy will best foster the compny’s growth? Are changes needed in the product lineup? How and when should Cumplo begin to expand beyond Chile, to other countries in Latin America? The company raised $1.4 million in its first three years, mainly from individual investors, and then issued new shares for $3 million in 2015. By June 2017, Cumplo was debt-free, had achieved break-even, and had raised an additional $2.3 million.

Faculty & Research

Turner Construction Co.

Abstract

Citation:

About the Author

More from the Author