Babson Case Number: 037-C98AB | Length: x Pages

Abstract

A company providing software for corporate intranets to facilitate the collection and management of time and labor-related data must contend with customer demands for broader integrated suites of software products. By the mid 1990's the company had a 60-70% market share but as the software industry matures and customers become more sophisticated in choosing their software products, Kronos, which has been providing a superior product, must now consider partnering rather than continuing their go-it alone strategy.

The founder struggles with this changing landscape initially by revamping the company's upper management producing limited success. Options considered besides the status quo include: expansion, OEM sales to large vendors of software to include in their suites or strategic alliances with selected vendors. Eventually, the company establishes alliances with four vendors with great success.