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: Restructuring; Business Processes; Information Management; Sales; Organizational Change and Adaptation; Wastes and Waste Processing;
Citation:
Ruback, Richard S., and Royce Yudkoff. "Talismark." Harvard Business School Case 211-097, April 2011. (Revised January 2019.) View Details