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Introduction
Harrison-Keyes, Inc. is still desperately trying to establish a foothold in the struggling publishing industry. The global company with a focus on print media has been an established leading publisher in the business, scientific and technical information markets. The company has hired a new CEO, William Guardo, to replace the recently fired Meg McGill. Mr. Guardo is supportive of the e-publishing initiative only if it can be proven to be achievable and profitable. Harrison has lost its digital design provider because of flooding in Asia and now must find a way to meet critical deadlines. Slow e-book sales indicate an ineffective marketing campaign or a lack of customer demand for e-publishing. Anticipated sales of e-books for Harrison-Keyes were projected at $16 million for the first six months. The company has failed to meet expected goals as defined by projections. In fact, Harrison has realized less than 19% of the established target with actual sales at $3 million. Low morale throughout the organization is impacting employee productivity and retention. This paper explores the continuing challenges and opportunities that are faced by Harrison-Keyes and identifies end state goals used to measure success. It will show the importance of communication in the strategic implementation process in an effort to drive business results and experience growth and profitability.
Challenges and Opportunities
Challenges for Harrison-Keyes in the extended scenario include overcoming the lacking presence of a contingency plan to replace Asia Digital, addressing employee concerns regarding e-publishing and potential layoffs, and improving the marketing campaign to increase publicity and enthusiasm for e ...