question 2 and 3 with detail and reasons for each question MAKING SALES MANAGEMENT DECISIONShim had tried to get reestablished with Wick's, butWick's buyers had steadfastly refused to buy fromJordan Wholesale.Tom was determined to get the Best Night Inn'sbusiness, so he made sales calls on the 16 motels togauge their interest in switching to Good FoodWholesalers, another foodservice wholesaler withwhom Tom had a strong working relationship. TheBest Night operators were unanimous-they hadno intention of leaving Wick's for Good FoodWholesalers. In making the rounds to the 16 motels,Tom learned that the individual hotel managers hadno authority to buy from suppliers that had notbeen previously approved by their corporate head-quarters in Louisville. Tom then called on BestNight's corporate headquarters, where he learnedthat becoming an approved supplier would take aminimum of 60 days-if approval was granted. BestNight's director of purchasing was frank with Tom,telling him: "We have been extremely satisfied withWick's, and don't see much need to add Good FoodWholesalers to the list of approved suppliers. If Iwere in your shoes, I would try to sell throughWick's."Tom went back to Wick's, trying once again tobecome one of their suppliers. He decided to use afoot-in-the-door strategy, meaning that he wouldonly try to sell one small part of his product line,with hopes that if this proved to be successful, hewould be able to expand his sales through Wick's.Tom presented the newest version of JordanWholesale, a very attractive tablecloth/napkinpackage that could be customized with BestNight's logo. Bill Wilson, the Wick's buyer, turnedTom down, saying, "Tom, don't take this person-ally, but we simply are not ready to do business withJordan Wholesale again. You guys are doing someimpressive things in the marketplace, and next yearwe may get together with you. But that's not in theplan for this year."Disappointed, Tom felt he had but one choice ifhe wanted to make his year-end numbers. Hearranged sales calls with the three Good FoodWholesalers sales representatives who called onBest Night Inns. Tom planned to work with theGood Food Wholesalers salespeople to present theJordan Wholesale packages, cut the price to stimu-late interest, and try to convince all 16 of the BestNight operators to buy the packages from GoodFood Wholesalers. If the motel operators liked thepackages, Tom figured he could use their interest tospeed up the supplier approval process back at BestNight's headquarters and book the additional salesvolume before year-end.CASE 2.1: JORDAN WHOLESALEMARKETPLACEBackgroundJordan Wholesale Marketplace was founded in LosAngeles in 1965 to supply professional cateringcompanies with a wide variety of institutional foodproducts, including canned vegetables and meats.The company had grown steadily over the decades,and is now one of the largest full-service institu-tional food suppliers in the nation, selling perish-able and non-perishable foods and foodservicesupplies such as tablecloths, napkins, and tableware.In the past year, Jordan Wholesale Marketplace hadbegun an aggressive push into a new marketsegment, the hotel/motel restaurant market.Current SituationTom Olivia is the Jordan Wholesale sales represen-tative in Louisville, KY. Tom has been with thecompany for almost two years. He is a recentcollege graduate and looks forward to provinghimself in his sales position, then moving intomanagement with the company. Tom's salesmanager, Grace Lamkin, has told Tom that if hefinishes the year over 100 percent on his salesversus quota target that he would enter the pool ofcandidates for promotion sometime in the follow-ing 12 months. Tom is doing quite well with hisexisting accounts, and has added a couple of newaccounts. He believes that he will finish the year alittle over 100 percent of quota, but he needs toadd some of the new hotel/motel business to besure he achieves his sales goals.Tom has been attempting to secure the restau-rant business of Best Night Inn, a regional chain of16 moderately priced motels in Kentucky. BestNight's corporate headquarters are in Louisville andthe chain currently buys all of its food and restau-rant supplies from Wick's Food Supply, a well-established wholesale restaurant supplier. Wick'shas its own salesforce, most of whom are veteransalespeople who have established good relationshipswith the restaurant operators in their sales territo-ries.Jordan Wholesale has not been a supplier forWick's for more than 10 years. Tom has been toldthat Jordan Wholesale and Wick's had some frictionover service problems, with Wick's head buyerclaiming that Jordan Wholesale was not a reliablesupplier. The buyer reportedly withheld partialpayment on several invoices, and ultimately JordanWholesale refused to sell to Wick's. Tom and theJordan Wholesale sales representative who preceded It was now Friday night, and Tom was headinghome. It had been a tough week, and he waslooking forward to the weekend. The Wick's situa-tion with Best Night had not gone the way hehoped it would, but now that he had decided whatto do, he was feeling better. Tom did not like tolose, and as he drove home, more than once hethought, "I'll show Wick's. If you don't play ballwith me, I'll take the business through Good FoodWholesalers." Tom planned to call Grace Lamkinover the weekend and run the plan by her. Nextweek, he planned on hitting all of the Best NightInns with the Good Food Wholesalers salespeople.Questions1. How likely is it that Tom Olivia will be success-ful in the short term with this strategy?2. What are the longer-run implications of thisstrategy for Tom Olivia and Jordan WholesaleMarketplace?3. If you were Grace Lamkin, what advice wouldyou give Tom?

Question

question 2 and 3 with detail and reasons for each question MAKING SALES MANAGEMENT DECISIONShim had tried to get reestablished with Wick's, butWick's buyers had steadfastly refused to buy fromJordan Wholesale.Tom was determined to get the Best Night Inn'sbusiness, so he made sales calls on the 16 motels togauge their interest in switching to Good FoodWholesalers, another foodservice wholesaler withwhom Tom had a strong working relationship. TheBest Night operators were unanimous-they hadno intention of leaving Wick's for Good FoodWholesalers. In making the rounds to the 16 motels,Tom learned that the individual hotel managers hadno authority to buy from suppliers that had notbeen previously approved by their corporate head-quarters in Louisville. Tom then called on BestNight's corporate headquarters, where he learnedthat becoming an approved supplier would take aminimum of 60 days-if approval was granted. BestNight's director of purchasing was frank with Tom,telling him: &#34;We have been extremely satisfied withWick's, and don't see much need to add Good FoodWholesalers to the list of approved suppliers. If Iwere in your shoes, I would try to sell throughWick's.&#34;Tom went back to Wick's, trying once again tobecome one of their suppliers. He decided to use afoot-in-the-door strategy, meaning that he wouldonly try to sell one small part of his product line,with hopes that if this proved to be successful, hewould be able to expand his sales through Wick's.Tom presented the newest version of JordanWholesale, a very attractive tablecloth/napkinpackage that could be customized with BestNight's logo. Bill Wilson, the Wick's buyer, turnedTom down, saying, &#34;Tom, don't take this person-ally, but we simply are not ready to do business withJordan Wholesale again. You guys are doing someimpressive things in the marketplace, and next yearwe may get together with you. But that's not in theplan for this year.&#34;Disappointed, Tom felt he had but one choice ifhe wanted to make his year-end numbers. Hearranged sales calls with the three Good FoodWholesalers sales representatives who called onBest Night Inns. Tom planned to work with theGood Food Wholesalers salespeople to present theJordan Wholesale packages, cut the price to stimu-late interest, and try to convince all 16 of the BestNight operators to buy the packages from GoodFood Wholesalers. If the motel operators liked thepackages, Tom figured he could use their interest tospeed up the supplier approval process back at BestNight's headquarters and book the additional salesvolume before year-end.CASE 2.1: JORDAN WHOLESALEMARKETPLACEBackgroundJordan Wholesale Marketplace was founded in LosAngeles in 1965 to supply professional cateringcompanies with a wide variety of institutional foodproducts, including canned vegetables and meats.The company had grown steadily over the decades,and is now one of the largest full-service institu-tional food suppliers in the nation, selling perish-able and non-perishable foods and foodservicesupplies such as tablecloths, napkins, and tableware.In the past year, Jordan Wholesale Marketplace hadbegun an aggressive push into a new marketsegment, the hotel/motel restaurant market.Current SituationTom Olivia is the Jordan Wholesale sales represen-tative in Louisville, KY. Tom has been with thecompany for almost two years. He is a recentcollege graduate and looks forward to provinghimself in his sales position, then moving intomanagement with the company. Tom's salesmanager, Grace Lamkin, has told Tom that if hefinishes the year over 100 percent on his salesversus quota target that he would enter the pool ofcandidates for promotion sometime in the follow-ing 12 months. Tom is doing quite well with hisexisting accounts, and has added a couple of newaccounts. He believes that he will finish the year alittle over 100 percent of quota, but he needs toadd some of the new hotel/motel business to besure he achieves his sales goals.Tom has been attempting to secure the restau-rant business of Best Night Inn, a regional chain of16 moderately priced motels in Kentucky. BestNight's corporate headquarters are in Louisville andthe chain currently buys all of its food and restau-rant supplies from Wick's Food Supply, a well-established wholesale restaurant supplier. Wick'shas its own salesforce, most of whom are veteransalespeople who have established good relationshipswith the restaurant operators in their sales territo-ries.Jordan Wholesale has not been a supplier forWick's for more than 10 years. Tom has been toldthat Jordan Wholesale and Wick's had some frictionover service problems, with Wick's head buyerclaiming that Jordan Wholesale was not a reliablesupplier. The buyer reportedly withheld partialpayment on several invoices, and ultimately JordanWholesale refused to sell to Wick's. Tom and theJordan Wholesale sales representative who preceded It was now Friday night, and Tom was headinghome. It had been a tough week, and he waslooking forward to the weekend. The Wick's situa-tion with Best Night had not gone the way hehoped it would, but now that he had decided whatto do, he was feeling better. Tom did not like tolose, and as he drove home, more than once hethought, &#34;I'll show Wick's. If you don't play ballwith me, I'll take the business through Good FoodWholesalers.&#34; Tom planned to call Grace Lamkinover the weekend and run the plan by her. Nextweek, he planned on hitting all of the Best NightInns with the Good Food Wholesalers salespeople.Questions1. How likely is it that Tom Olivia will be success-ful in the short term with this strategy?2. What are the longer-run implications of thisstrategy for Tom Olivia and Jordan WholesaleMarketplace?3. If you were Grace Lamkin, what advice wouldyou give Tom?

Accepted Answer

1) he desided to use a foot in door strategy.
2)Tom didn't take personally but simply not desided to…

Questions 1. How likely is it that Tom Olivia will be success- ful in the short term with this strategy? 2. What are the longer-run implications of this strategy for Tom Olivia and Jordan Wholesale Marketplace? 3. If you were Grace Lamkin, what advice would you give Tom?