CHAPTER 7 Surveying the Background and the Context

A Swiss manufacturer of personal care products, distributed through supermarkets and specialist retailers, was concerned about the time it took for new products, conceived and tested in its laboratories, to be launched on the local market. The company's marketing director was convinced that most of the delay was due to the conflicts between managers from the supply chain, finance, marketing, customer development and the innovation centre when they met to plan the launch of a new product. This was the 'training trigger'.

The company is part of a global, fast-moving consumer goods company, the local chief executive being German, the marketing director being Dutch and the remainder of the board ...

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