This is my case study from Kristen Cookie’s e-book “Case Study Solution”. It is a common scenario in all sorts of organizations, or business: the internal failure to reach a common goal. Unfortunately, it is also the basic case study for most of us who face this same problem at some point.

Internal conflicts have long been the bane of organizations, and the successes and failures are based on the diversity of internal dynamics. This does not mean that the internal dynamics are not important. It simply means that there is no such thing as a simple recipe for success.

This interesting case study follows how we went from a company that used case studies and management seminars as a means of improvement to what is now a company that does not use case studies and seminars. I tell you this because I think you need to be aware of your approach in your own organization. I want you to ask yourself: Am I practicing the right things? I use case studies and seminars to highlight the most successful way to solve the particular problem in question.

When I say the company doesn’t use case studies and seminars anymore, it’s true. There was one particular case study in the book that was covered in the seminar, and it was never mentioned at all in the book.

The story involves a customer service manager who wanted to make sure that his managers were equipped with the best training, so he asked his direct reports to show him the best way to conduct training sessions. He found out that two of his direct reports went to the same seminar, one of them was a former employee of the seminar, who did not come prepared. He demanded to know if they attended the seminar because they were interested in their job.

Open-mindedness is key. If you have an interest in what you’re doing, the more you’ll learn about your business. There’s no reason to think that the only way to learn about your business is to read a book. You can get information by doing research, watching videos, and listening to audio books.

Marketing in a nutshell is the science of getting people to buy. It all starts with offering something of value. Most people buy when they can improve their lives. Consider these four categories when you are offering products or services. The four categories are: convenience, environment, nature, and entertainment.

There are lots of products and services that cater to all four categories. The problem is how do you find the right ones to offer your customers? The answer is quite simple: give them something of value. That means good-quality products and services, high-quality service, and good value.

The customer service manager realized the problem and wrote down the solution in a question and answer session he had with a group of other business owners, including his direct reports. He wondered aloud if they could provide him with a couple of examples of what they offered because he wanted to know how to better address the problems and challenges that faced their clients.

One of the questions that came up was: “How can we provide that which is of value for future clients?” and “What can we do to bring the best possible solution to our current clients?” The answers came through time management and having the right attitude. The owners learned how to communicate effectively and with confidence.

Now the situation is reversed, as the customers ask if the company is doing everything it can to prevent internal conflict from continuing to interfere with the business. The business owner realizes that the success and failure of the company depend on the ability to identify and resolve the issues without external factors interrupting the process. For example, a client may have a safety concern, and he needs reassurance that their safety is a priority at all times.

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