Posted: 17 Feb 2011
Date Written: February 15, 2011
This case is a follow up to Keller Williams (A) HR-29A, and explains the actions taken by Keller Williams in response to the residential real estate market downturn in 2008 and 2009. The case explains the programs and initiatives put in place by the company to boost agent count, increase productivity, and reduce expenses throughout the organization. It also explains how the company relied on these initiatives to not only survive the market downturn but to thrive, achieving success by leveraging the strengths of the company’s operating model, core principles, and values.
Keywords: Corporate Culture, Organizational Structure, Corporate Strategy, Strategy Implementation, Competitive Advantage
JEL Classification: G30, G32, G34
Suggested Citation: Suggested Citation
Larcker, David F. and Baron, James and Tayan, Brian, Keller Williams Realty (B) (February 15, 2011). Rock Center for Corporate Governance at Stanford University Teaching Case No. HR-29B . Available at SSRN: https://ssrn.com/abstract=1762873 or http://dx.doi.org/10.2139/ssrn.1762873