商品敘述：

In January 2010, John Fahey, president, CEO, and chairman of the board of trustees'' executive committee of the Washington, D.C.-based National Geographic Society (NGS), must decide how best to organize the 121-year old mission-driven organization for a world of accelerating digital convergence and decreasing magazine sales. Historically a proponent of evolutionary change, he is considering a radical move: creating a senior management position responsible for e-commerce to coordinate web-based offerings and outreach across the Society''s various departments, transition NGS from its many disparate and independent direct mail efforts to a more integrated and strategic e-commerce strategy, and leverage the NGS relationship with its members-currently defined as magazine subscribers, since a subscription comes with Society membership. Putting the final touches on the position and its reporting arrangements has led to significant debate within the organization, and Fahey is torn about how to proceed. This case is accompanied by a Video Short that can be shown in class or included in a digital coursepack. Instructors should consider the timing of making the video available to students, as it may reveal key case details.

涵蓋領域：

Business models;Change management;Internet;Management;Media relations;Organizational change;Organizational structure and design;Strategy formulation

相關資料：

Case Teaching Note, (5-312-017), 16p, by David A. Garvin;
Video Short, (7366), 0p, by David A. Garvin;
Video Short, (7535), 0p, by David A. Garvin

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