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Keller Williams Realty (B)

Posted: 17 Feb 2011  

David F. Larcker

Stanford University - Graduate School of Business

James Baron

Yale School of Management

Brian Tayan

Stanford University - Graduate School of Business

Date Written: February 15, 2011

Abstract

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

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

David F. Larcker (Contact Author)

Stanford University - Graduate School of Business ( email )

Graduate School of Business
518 Memorial Way
Stanford, CA 94305-5015
United States
650-725-6159 (Phone)

James Baron

Yale School of Management ( email )

135 Prospect Street
P.O. Box 208200
New Haven, CT 06520-8200
United States

Brian Tayan

Stanford University - Graduate School of Business ( email )

655 Knight Way
Stanford, CA 94305-5015
United States

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