VERITAS 1999 (A): Integrating Sales Forces Harvard Case Solution & Analysis

In October 1998, VERITAS and Seagate storage network and a management group, which both sold storage management software, agreed to merge. In terms of size and income of workers, it was almost a merger of equals. Prior to the formal approval of the merger has received from the government under the Hart-Scott-Rodino (HSR), the law of the two companies could share only public information, the initial deadline due diligence. The company received approval HSR December 4, 1998. It was clear from the public information that the two companies offer a variety of products that are sold through a variety of distribution channels, and captured two different customer segments. In the end, these differences were seen as complementary and main justification for the merger. However, what was not so obvious until HSR approval was a clash of cultures in sales. Paul Sallaberry, executive before the merger VERITAS, assumed the role of executive vice president of international sales and marketing after the merger. Sallaberry, needed to develop the integration of sales plan, which would take the company to billions of dollars in sales over the next few years, without prejudice to any short-term sales boost. To do this, he had to solve the problem at hand. Culture clashes separate compensation structure, overlapping areas, and redundant positions "Hide
by Mark Leslie, James Lattin, Erin Yurday Source: Stanford Graduate School of Business 19 pages. Publication Date: September 15, 2003. Prod. #: SM120A-PDF-ENG

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