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LEADERSHIP CHALLENGE: BZC VERSUS 323 Charles Renner has been considering the implications of senior management's newgrowm strategy. As head of sales for Integrity Building Supplies. he had been responsible forasaies force of more than 300 salespeople that sold building supplies to contractors and large developers around the country. He. and more importantly, his sales force. knew hnwto sell the company's products and services in a business-tobusiness setting. They had a great reputation in the home-building business and for many contractors integrity had become their supplier of first choice for many basic building supplies. Senior management at Integrity. however, had determined there was a real opportu- nity for company growth by creating a retail [business-to-consumer) channel to target the homeowner wanting to take on home repair projects. The managers believed that they could not compete directly with Home Depot and Lowe's on price or selection but they could compete successfully on service. Charles agreed that the tune chit-yDurseif markEt - was huge and Home Depot and Lowe 5 often did not provide adequate postsale service or guidance to individuals wanting to take on these kinds of projects ' The company's board of directors had approved Integrity's move Iinto reta spam ..'-5 and targeted two cities Atlanta and Dallas. as test markets forjthe- T large cities with a significant number of homeowners Who in addition Dallas was the headquarters. Won]. 1 - Among the many challenges facing culture at integrity. The company " tory. Everyone in the org. I (contractors devel - -. 're "s_ l ' l