Case Study

Indicate what you feel are the employees best attributes and skills and what you feel are the kinds of roles that they would excel in.

In today’s growing population of professionals, it is essential for organizations to implement, articulate, and accentuate the best employee selection and performance appraisals methods. The selection process is what an organization uses to determine which job candidates successfully meets the demands of the job. It also determines what job applicant will fit the organization culture and present work groups. If the selections methods and practices are done poorly, this can ultimately jeopardize the

There are several kind of levers that Jeff can use to make a best attempt to try for change amongst his team. The most important lever he can use is “Recognizing and unpacking ‘false dichotomies’”, this one is effective because all the unethical practices that his salespeople are using are still rumors. This lever will allow Jeff to find the best solution, he should know what is true and what is false. Another lever that is effective in dealing with change is “Positioning oneself as an agent of ‘continuous improvement’ as opposed to the source of complaint. This will deal with the reason and rationalization of locus of loyalty to themselves, rather than the company. If they can change how the incentives are received, then the employees will not feel like they must make unethical decisions to receive the benefit. The last lever Jeff can have used is to point out “addictive cycles”. If the salespeople are aware of these addictions, which is the incentives of making sales, then the locus of loyalty to themselves will decrease. All these levers will lower the stake of Jeff and his team from making unethical decisions, which could ultimately lead to less risk of losing their

There was the concept of sales as a hunt, a survival-of-the-fittest contest, pitting tigers against sheep. There was the STP battle cry to raise the quota on how many customers you need to see in a day, “belly to belly,” and there was the emphasis on having as many closing tricks as possible up your sleeve. “Keep beating on your customers until they give in or die,” Robinson

The organization has an advantage of selecting the best employee since there is a criterion that is being used. The standardized measures minimize chances of selecting an employee based on biasedness by the interviewing managers. The use of the criteria for rating, therefore, minimizes chances of employee selection by nepotism, favoritism or any other kind of biases.

In terms of paying salespeople, Miller suggests taking a “strategic” (e.g., “Long-term monetary decision”) versus a “tactical” (e.g., “Short-term impact on a specific part of the business”) approach (Miller 2001, 189-212). Prior to each approach an “S.O.S” analysis should be conducted to ensure the

The selection criteria will be aligned with the requirements of the position. The criteria would be the requisite education, experience in marketing or sales, leadership or management expertise, and the technical skills in that order. Not listed at this point is the interpersonal factor, being that we need somebody with leadership talent. We will be unable to judge that until the interview process. Therefore, we want to ensure that the two candidates who are invited to the interview process are fully qualified.

Effective employment selection is a key component to the success of an organization, especially in the role of management. Three criteria that both of NAPA and AutoZone use to select management personnel are; customer service savviness, top performance salesmanship and integrity. Simply providing good customer service is not good enough; companies must learn to master the art of customer service excellence. Managers must be able to portray to their employees a mindset that

direction. The company will provide full-service cleaning solutions for organizations in the health care industry and no longer sell only cleaning products. As a midlevel sales manager, I will need to select my sales team by developing a plan that will include the analysis methods used to create a job analysis, and a workforce planning system on sales development for the team. I will exploit internal

of the key issues result from John’s inability to comprehend the difference between sales representative and a sales manager. He was overly enthusiastic about his position and disregarded Phil Jackson’s tips on how to be successful as a sales manager. Sales managers must be multi-taskers who plan, organize and lead the functions of all customer contact and ensures that these methods of contact maximize the profit and sales goals of the company which hires them. A salesperson is responsible only for his/her own territory – a sales manager is responsible for the entire sales force and their productivity and revenue that

The major problem of Lancaster-Webb Medical Supply is that they ignored the consumers’ new demand for interact directly communication. They didn’t pay attention to what is the best ways to get close to their customers，they also didn’t open-minded toward new techniques and their influence for consumer’s communicate behavior. Even after they knew the glove girl’s story and influence, the marketing department also didn’t change anything for their new product launches’ strategy, they still only use the CEO’s speech at gathering as their communication way, like what they did 30 years ago.

• Write a short paragraph on each of the founders and key managers, describing their background and experience (include resumes in the Appendix). What will be their duties and responsibilities? (Kevin 's Perceptive)

The author continues to argue that commissions are a great way to “ inject sales motivation into the workforce”( Meyer, 2010) but too many companies fear that it will detract from customer service and customer relationship. In fact, when a customer accepts a product or service that is offered through aggresive selling, the customer satisfaction level actually improves because the firm was able to offer a product or service, the customer did not know he/she needed it ( Meyer, 2010). Anticpating customer wants and needs before they themselves are aware of it is the true key way in building an effective sales force.

Today's organizations face constant competition. The amount of this rivalry increases annually and the need to improve organizational performance has never been greater before. Many organizations often spend sufficient resources to attract people who are suitable for the higher positions. Often there are significant costs associated with engaging, training and firing of a bad or disappointing employees, and the cost of the longer it takes to realize that an employee enough not increased. Therefore, careful decisions given at the beginning about who to get involved can be quite large (Baron & Kreps, 1999). For this reason, the team of the decision is made more than one person to evaluate and

Some might consider sales and marketing synonymous, one task split into two. However this could not be further from the truth. Sales are activities that lead to closing the deal and signing an agreement or contract. Marketing is the courses of action implemented to reach and persuade prospects (Lake, n.d.). The relationship between these two departments is analogous to the sibling rivalry of Siamese twins, joined at the hip and constantly arguing. Different in culture and personality, marketing and sales are traditionally at odds but cannot successfully perform their assigned tasks without the other. To avert the negative impact that arises from this conflict vigilant observation and swift action is necessary. Only in this way can a