To Analyze Rand Mcnally Case Study Using the Competitive Forces

1981 Words Nov 17th, 2012 8 Pages
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Rand rvlcNally Maps Out a Trip into a Digital Future
In 1856 William Rand and Andrew McNally founded a small printing shop in Chicago which they called Rand McNally. The company did not begin printing maps until 1916, but it has been the leader in maps ever since, credited with creating the mapping conventions for our current numbered highway system. In 1924 Rand McNally published its first Rand McNally Road Atlas. The various versions of this atlas have sold 150 million copies in the years since, making it the all-time best selling map product from any publisher. Today Rand McNally has 1,200 employees, mostly at its Skokie, Illinois headquarters.

Through the following decades the company continued to develop
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"We put out more maps in 36 hours than are sold in the United States in a year," proclaimed MapQuest CEO Mike Mulligan. The financial community showed its strong support for the MapQuest model when, at end of 1999, the company was sold to AOL for $1.1 billion.

Davis understood that he needed to shake up the very staid and conservative corporate culture dominating Rand McNally. He wanted to make the company agile again so it would be able to be resume its leadership in the digital age. He worked hard for rapid change within Rand McNally and did so in a very personal way, repeatedly demonstrating that he understood how very difficult cultural change can be. He tried to give all employees the feeling that they have a stake in the success of the entire company, both the print and digital arms. In the process, he personally met with more than 900 employees to sell his vision of the company's future. He responded personally to e-mails he received from employees, and as he walked through the halls, he greeted his employees by name. He also continually publicly recognized achievements by many different employees. Although he also made opportunities for longtime employees to join the new Internet group, few took advantage of the opportunity. Davis directly faced the many old-time employees who were disgruntled because they believed that too much money was going into the dot-com group. Ultimately, two of the eight executives who reported to

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