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dc.contributor.authorHuygens, Katrien
dc.contributor.authorMuylle, Steve
dc.date.accessioned2017-12-02T14:23:57Z
dc.date.available2017-12-02T14:23:57Z
dc.date.issued2006
dc.identifier.urihttp://hdl.handle.net/20.500.12127/2234
dc.description.abstractLeasePlan, one of the biggest fleet companies in the world, had established itself through a direct sales model targeting large fleet customers. In its impressive growth run it had largely ignored small fleet customers as these were too costly for its direct sales force to serve. Yet, LeasePlan had started to consider an alternative to its proven sales model: indirect sales through intermediaries to address the small fleet segment. Indeed, some business units (BU) had ventured into the small fleet segment through deals with bank branches and car dealerships. However, at LeasePlan, no standard set of criteria was in place to create synergies in managing these activities as each BU worked by its own initiative. Also, the involvement of an intermediary implied a significant risk for LeasePlan as it became the intermediary who represented LeasePlan to the customer. As a result, LeasePlan was faced with three main questions: (1) how to choose an appropriate intermediary for LeasePlan to work with?, (2) how to manage the resulting working relationship between LeasePlan and its intermediaries?, and (3) how to create synergies in managing these activities across all BUs?
dc.language.isoen
dc.subjectServices Marketing
dc.subjectSales Management
dc.titleGoing off the beaten track: indirect sales at leaseplan
dc.source.numberofpages9
dc.identifier.tcc307-051-1
vlerick.casepublishertcc
vlerick.knowledgedomainMarketing & Sales
vlerick.supervisor
vlerick.typecaseCase
vlerick.vlerickdepartmentMKT
dc.identifier.vperid65289
dc.identifier.vperid51471
dc.identifier.vpubid2500


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