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When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so sure.
Marge Brygay was a hardworking sales rep for Inspire Learning Corporation, a company intent on becoming the top educational software provider in five years. That newly adopted strategic goal translated into an ambitious, million-dollar sales target for each of Inspire's sales reps.
At the beginning of the fiscal year, her share of the sales department's operational goal seemed entirely reasonable to Marge. She believed in Inspire's products. The company had developed innovative, highly regarded math, language, science, and social studies programs for the Kâ 12 market. What set the software apart was a foundation in truly cutting-edge research. Marge had seen for herself how
Inspire programs could engage whole classrooms Of normally unmotivated kids; the significant rise in scores on those increasingly important standardized tests bore Out her subjective impressions.
Bur now, just days before the end of the year, Marge's sales were $1,000 short of her million-dollar goal. The sale that would have put her comfortably over the top fell through due to last-minute cuts in one large school system's budget. At first, she was nearly overwhelmed with frustration, but then it occurred to her that if she contributed $1,000 to Central High, the inner-city high school in her territory probably most in need of what she had for sale, they could purchase the software and put her over the top.
Her scheme would certainly benefit Central High students. Achieving her sales goal would make
Inspire happy, and it wouldn't do her any harm, either professionally or financially. Making the goal would earn her a $10,000 bonus check that would come in handy when the time came to write out that first tuition check for her oldest child, who had just been accepted to a well-known, private university.
Initially, it seemed like the perfect solution all the way around. The more she thought about it, however, the more it didn't quite sit well with her conscience. Time was running out. She needed to decide what to do.
1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good return on your investment.
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Chapter 7 Solutions
Management, Loose-Leaf Version
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- Why is scenario planning important in business or in the workplace? How is scenario planning different from strategic planning? Explain it clearly so that I can easily understand. And also give example.arrow_forwardBenjamin Franklin once said, âIf you fail to plan, you are planning to failâ. Explainarrow_forward1) S1: A Strategy Map is a useful tool that graphically illustrates the cause-and-effect relationships and connects the Balanced Scorecard strategy with an organizationâs operating activities. S2: In order for the balanced scorecard to succeed, the entire organization must be behind it. Only S1 is correct Both statements are correct Both statements are incorrect Only S1 is incorrect 2) S1: To link measures to a strategy, they must be derived from management and be balanced. S2: The primary purpose of the balanced scorecard is obtaining increased operating profits for the current year. Both statements are incorrect Only S1 is correct Both statements are correct Only S1 is incorrectarrow_forward
- Develop open ended questions for the following statement below. Susan Holland has come to see you. She is 72 and just lost her husband. She has assets in her name but is also inheriting from her husband's estate. She has two children that live out of state and 5 grandchildren. She has been referred to us by another client saying "Susan needs some advice". Now you have to play detective. What open ended questions will you ask to determine her financial picture? What questions will you ask to determine her perceived concerns and goals and potential problems that she may have?arrow_forwardAn organizationâs strategy: a. Tends to be formed at the same time the mission is developed and objectives are formulated b. Generally forms over a period of time as events unfold c. Remains set in place longer than the mission and objectives d. Is usually conceived at a single time when managers sit down and work out a comprehensive strategic plan for the next 3-5 yearsarrow_forwardIdentify the measure of performance described. When a coach tells her players at the end of losing a game, âYou really played well and stayed in the game plan,â she is using what measure of performance? When a coach tells her players at the end of losing a game, âTry to put top-spin on the ball,â she is using what measure of performance? Application of processes, methods, skills, expertise, and experience to accomplish specific goals within agreed-upon parameters using processes, methods, skills, knowledge, and experience. Method of maintaining the appropriate number of parts and goods in storage in order to prevent shortages, overstocks, and other costly issues. Process of ensuring reporting accuracy, preventing fraud, and safeguarding the organization's physical and intangible assets.arrow_forward
Management, Loose-Leaf VersionManagementISBN:9781305969308Author:Richard L. DaftPublisher:South-Western College Pub