http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
Wellness India Ltd. (Wellness) is a pharmaceutical company which reported revenues of INR1 1 billion in 2020. Wellness provides all of its sales executives with a company-owned 100cc motorcycle, within a stipulated price limit. Mr. Basu, a sales representative for Royal Motors, had been doing business with the Wellness Kolkata branch for the last year, and had sold around ten motorcycles of different models and brands during this period. Basu realized that all the stakeholders involved in this purchase--the sales executive, branch manager, and branch accountant--had different expectations, and he knew also that the market context of Wellness Kolkata had changed in the last few months. Arriving at an amicable solution regarding these motorcycle sales was now very important for all the stakeholders. Basu thought that if he could help them in reaching a decision, he could further entrench his position with Wellness Kolkata. He now pondered whether there was indeed any possibility that he could help the three stakeholders to arrive at a consensus. If consensus was not possible, then who was the real decision maker in this case, and what would be the preferred solution? Was it possible to influence the decision maker, and what could be the potential levers?
Includes bibliographical references and index.