Introduce Sabre policies and leadership
A defined part of the initiative.
Selected work
Sabre Integration — Scranton
Overview
After Dunder Mifflin’s financial collapse, Sabre acquired the company and introduced new management, policies and products. Scranton had to adapt from a traditional paper-business identity to a broader sales model that included printers while maintaining existing customer relationships.
Challenge
The branch needed to absorb a new parent company, new leadership and a wider product line without losing continuity with paper customers or destabilizing the sales team.
Scope
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Results
Key outcomes from the Dunder Mifflin story.
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Sabre became Dunder Mifflin’s parent company
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Printers added to the branch sales model
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Scranton continued operating through the transition
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Customers kept access to the same local sales relationships
Related services
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