The X92 Press [Case Study 15.1]

So when a sale is made, make it clear to the client that you welcome their input and that you would be disappointed if a problem exists that you were unaware of. This permits the client to let you know that they are experiencing a problem.

It was my job to know all aspects of the product and to be able to communicate smoothly, clearly and confidently with the ability to overcome any objections they may have. Not only did I need to know the product, but I needed to know the customer too. Many times, I saw customers feeling hesitant about a purchase when speaking with other sleazy salespeople in the department. What I noticed was the salespeople were not making a genuine connection, but were using slick sales tactics they learned along the way. However, I learned in order to get the customer to say yes, you have to approach them with a very gentle mentality and genuine interest to their needs and wants. More so than often, I found myself asking questions that would offer little objections, such as what color flooring are you looking for, light or dark and so on. After engaging the customer and answering a number of questions and talking about the benefits of the product, I clearly and politely ask for the customer’s business at the end. However, I did not pressure the customer to buy the product at the moment, but encourage them to think about it and allow me the opportunity to keep in contact with

Amy has to choose between two alternatives. Once is to recall for the improvement of the products. Another option is to do nothing. Amy¡¦s first reaction is doing nothing. She could rationalize that none of her competitors were improving their products. Halsey¡¦s line of product met the CDC and OSHA guidelines. She could engage in damage control by providing excuses to the sales force and to the consumers. She also could pretend nothing happened by finishing the year with a profit plan, get her promotion and leave the mess behind. Amy could maintain the working relationship with Phil. She can use the Rights Approach to argue for her action. The right approach is focused on the individual¡¦s right to choose, her company will gain the profit but only for a short term.

Recently some Customers have complained about her sales officers. As they are not completing invoice orders quickly and other daily tasks have also been slowing down. As an action she called the sales representatives into a meeting and listed the problems that were occurring. She reminded them that if the same negligence repeats, the company will be in loss of sales and customers. She reviewed the schedule for daily tasks and invoice procedures. She added that she would be monitoring the invoices and daily tasks and would follow-up on any complaints from customers in the next week by meeting with the sales officer responsible for that invoice.

In addition, Complex parts performance was excellent over the past year. Complex parts supplied with high quality products and services which was meeting all the requirements of quality suggestions made by Deere. Complex Parts was active in all Deer’s business activities such as weekly visit of sales engineers, participation in cost reduction strategies, staying up with Deer’s design changes, and following the Deere Product Quality Plan. However, they are under the conditional classification because of their delivery performance which was 155,000. The customer service failed to respond to the phone calls and they also failed to follow the Deere Quality Plan at their new facility. Some of the Complex Parts products not met the Deer’s target cost and reduced profits on these products. The requested price quotas not provided on time. The alternative courses of action would be considered for Complex Parts to find the supplier that can supply the same part and have a fairly good rating. Parts have to be purchased from Complex Parts and another supplier. The team should make recommendation to the project manager to keep Complex Parts as their supplier. They have to send quarterly reports to Complex Parts which provides immediate and constant

These problems not only affect the employees, but also the various departments that work in conjunction with the employee. For example, if the Sales Manager has little knowledge of his position, much pressure is placed on the Sales Technicians to get the job done. This demand and lack of direction can lead to extreme dissatisfaction and engagement. Similarly, it can also lead to job withdrawal through acts such as behavior change, physical job withdrawal, or psychological job withdrawal. If the Service Technicians need assistance, they are unable to rely on the Service Manager to provide direction. This deficiency alters the flow of the department, and the lack of knowledge has caused the Salesman and other employees within the store to do service work to ensure that they do not lose their clients. By taking salesman out of the store front, this leads to prolonged deals and diminished sales revenue. As the Store Manager, Mr. Young’s job is focused on generating the most revenue possible for the company. If sales revenue is decreasing, it is important for Mr. Young to identify and address the problematic issues.

Statement of Problem: In this case, it focuses on the company Advanced Materials, Incorperated. According to the case the president and CFO of the company Will Mortensen brought together the sales and marketing teams in order to consider initiatives for Nundies. The product Nundies According to the case is “A single-use disposable panty that sticks to the inseam of women’s pants […] (p. 579)”. This article of clothing can be worn with things such as athletic wear, leggings, and jeans among other things. Nundies first came onto the scene for consumers in 2006 and according to the case “by December 2007, the product was available in 232 women’s boutique and specialty shops, […] department stores, […] and on numerous store websites” (p. 579). This product was made readily available for consumers to use and this helped the product to become popular and it was available in numerous states. Overtime, sales for this product started to decline and as a result the product was pulled from store inventories. According to the case “[…] the store repurchase rate had not met expectations. About 6 percent of stores had placed orders for additional units beyond the initial purchase” (p.579). The problem that this company is facing regarding this product is that they are trying to figure out the market potential for the product and they are also trying to figure out how to market, using different strategies so that the product so that sales can increase.

They have no incentive for change and are therefore not very receptive to new solutions.

In this case study Roger Gray and the Anderson Plastics Inc. Company has a many purchasing problems and concerns. All of these problems are not directly caused my Roger Gray himself or the purchasing department. In this report I will explain these problems and recommend ways in which these problems can be resolved.

The product management aspect of this case is showing its age: published in 2006, and set in 2002 - 3. Some of you will question their technology choices. Do your best to focus on the PM aspects, assuming that their technology choices were appropriate for a conservative company at that time.

Another problem identified was that, sales and storage responsibilities were not clearly split. In fact, it was up to the warehouse manager to deal with the customer once a sale had been made. Thus, instead of managing the warehouse, they were occupied with client complaints.

1. Things had gone well with this account overall. What, though, were the critical issues in determining the customer’s satisfaction that led to the loss of the customer? Was the problem simply a lack of satisfaction with the product? Using concepts from the chapter, describe how the customer’s value equation was influenced by the experiences both before the call and during the call.

There are some similarities of the views from the customers and the salesperson about the important characteristics of the salesperson. Based on the customers and the salesperson’s views, confident is the important characteristic of the salesperson. This is because confident is important for the salesperson to explain how the product or service is going to solve their customer’s problem and to fulfil their needs. So that, if the salespeople is confidently explain to their customer, they will believe in what the salesperson sell. As a salesperson, they must also be patient when dealing with risks. There are various risks that the salesperson may face as hard to get customers, external factors that affect sales and so on. Therefore, with the high confidence in the salesperson, they will surely

Hence, one of the primary goals for service base business like insurance is to make sure that the sale strategy meet high level of customer satisfaction. In competing with the insurance market, the insurance companies (Etiqa Takaful, Zurich Takaful, AIA Insurance, Allianz Insurance, Takaful Ikhlas, Takaful Malaysia, Prudential Takaful) intent to create a competency characteristics of their product or services and and also the quality of salesperson or agent. According to Kuster and Canales (2011), one of the most important tools to a firm’s survival is the salesperson because he is the one who deal with the customers. The salesperson helps in

In the year 2014, I found out that my branch’s sales decreased every month. In the previous years, our sales had always reached the target. Our business had always been good because of the good services provided and comfortable environment. Nevertheless, in these few months, we do not achieve the target. Our sales dropped about 20 percent. Therefore, a survey was conducted to identify the problems. The number of complaints had increased tremendously of 25 percent.