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  • March 1999
  • Case
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MySoftware Company (A)

By: H. Kent Bowen and Nicole Tempest
  • Format:Print
  • | Pages:22
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Abstract

In 1997, Gregory Slayton took the position as CEO of MySoftware, which had been experiencing revenue and operating losses for the past two years. Within 90 days, he stabilized the company through a combination of cost cutting, financial discipline, and accountability at all levels of the organization, and aligning employee and customer incentives with corporate goals. The challenge ahead was to return the company to profitable growth. Slayton and his management team identified four potential growth opportunities for the company: 1) building its profitable annuity-based products, 2) expanding its distribution channels, 3) increasing its partnerships with OEMs, and 4) pursuing a new Internet business opportunity. He knew he would need to consider the revenue potential of each opportunity, and the investment, resources, and level of management attention required. He would also have to gauge the impact that these factors would have on MySoftware's core business. Slayton and his team were meeting the following week to make a final decision on which of the four opportunities the company should pursue over the next year.

Keywords

Decisions; Cost Management; Profit; Employees; Growth and Development Strategy; Operations; Outcome or Result; Partners and Partnerships; Internet and the Web; Applications and Software; Information Technology Industry

Citation

Bowen, H. Kent, and Nicole Tempest. "MySoftware Company (A)." Harvard Business School Case 699-121, March 1999.
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About The Author

H. Kent Bowen

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Related Work

    • March 2003
    • Faculty Research

    MySoftware (B): Finding a New Direction

    By: H. Kent Bowen, Steven J. Spear and Nicole Tempest
Related Work
  • MySoftware (B): Finding a New Direction By: H. Kent Bowen, Steven J. Spear and Nicole Tempest
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