Sales Management: Theory And Practice 1st Edition Bill Donaldson (auth.) - Solutions

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Explain in what other ways sales performance can be improved and how you would do it.
Make recommendations on the future organisation and deployment of the salesforce. Fully support your recommendations.
Critically assess the current sales organisation of Clyde Valley.
Evaluate the mission statement (Figure 18.4) and specifically identify how it might be implemented by a salesforce in a company such as Schroder.
Discuss the ethical issues involved in all three situations that lan faces.
Owing to changing conditions in one of your overseas markets, outside the European Community, you are encountering increased requests for special commissions to government officials. Discuss how to approach and deal with this issue.
List some of the key ethical issues faced by sales management and suggest how they can be resolved.
Outline some of the ways in which a firm operating at the top of the ethical standard hierarchy can set the agenda for others to follow.
Can a staff committee deal with ethical issues more effectively than individual leadership from senior management?
Are some stakeholders more important than others? If so, which ones and why?
Outline the problems of assessing individual salesperson performance in this company. 2 What approach to evaluation would you recommend sales management to adopt in this situation?
The easy part of evaluation is measuring output. The difficult part is to assess the relevant inputs and measure them effectively. Discuss.
What are the implications for salesforce productivity of low-volume customers and small orders?
Compare the adequacy of the different sources of information which can be used to evaluate salespeople.
Outline some of the difficulties likely to be encountered in applying the company-based territory response model.
What are the strengths and weaknesses of the return-on-investment method for evaluating salesforce performance?
The sales management audit can include a comprehensive list of factors to be assessed and evaluated. With limited time and resources, what key factors would you wish to measure and why?
Discuss the link between a salesperson's motivation and job performance.How can John Lamb motivate his salesforce? What should he do, if anything, about the type of salesperson employed by the company?
How would you assess the level of motivation in the salesforce?
A company are about to launch a new product range on the UK market. What are the probable effects of low salesforce morale on this venture? Outline steps which could be taken to increase salesforce commitment to the new range.
To what extent do you consider salespeople differ in their motivations from workers in other occupations?
Discuss how, as sales manager, you would motivate new sales recruits to your organisation.
In what ways can managers listen and observe their subordinates to gain a better understanding of their motivation?
To what extent do you agree that, after a certain level, monetary rewards lose their power as motivators for salespeople?
Point out the possible advantages and disadvantages in your own plan.
Design a suitable remuneration package.
Discuss the view that a well-designed remuneration plan for the salesforce must take account of the salesperson's needs for non-financial as well as financial rewards.
What potential problems and advantages are there in using sales contests? Is this form of remuneration appropriate for all sales situations? What are the critical considerations in designing a successful sales contest?
Design a form to administer and control salespeople's expenses.
A toy manufacturer whose sales are highly seasonal is thinking of introducing a new remuneration package for her salesforce. What alternative remunera- tion packages should be considered?
In what ways might the remuneration package be changed to reduce selling costs?
Do you think that companies change their remuneration package for salespeople too frequently or not often enough? Why?
From a company perspective, what would you recommend to senior management about their branch operation management.
From the information given, what factors contributed to the diverse perfor- mances of the two branches.2 Analyse the leadership styles of the two managers.
A company selling industrial products to business clients has a salesforce of 15 people. Five of these are aged over 55, some of whom have been passed over for promotion and appear to have negative views about the company and senior management. Explain how a more positive attitude might be
Explain how the sales director of a large company might encourage his managers to do a better job of developing their subordinates.
As a first-line supervisor (regional manager), several of the salespeople under your control are considering leaving the company. How would you deal with this situation?
A manufacturer of small hand-tools is experiencing problems with the perfor- mance of the salesforce and management believes that this is due to the low level of job satisfaction experienced by salespeople. Advise management on the steps which should be taken to enhance salesforce job satisfaction.
It is often postulated that top sales performers do not make the most effective sales managers. Explain why this may be the case.
What advice would you give to the company about assessing potential applicants? Explain the selection procedure you would employ.
Called in as a sales recruitment consultant, what sources you would recommend the company uses to recruit new salespeople?
Forecast in what ways the recruitment process might change over the next decade.
Put up an argument for or against the use of psychometric testing in recruiting salespeople.
Relatively new to recruiting salespeople, suggest how you would minimise your own personal bias and prejudices.
Discuss the benefits and drawbacks of recruiting graduates for selling jobs in fast-moving consumer goods companies.
Explain what steps might be taken to reduce the failure rate in selecting candidates for sales positions.
What are some of the cultural issues you would like more information about before visiting a country like India to develop the market.
Make a list of points for discussion as if you were being asked to negotiate with one of the foreign distributors. Choose your own country.
Appraise the approach taken by this company in terms of strengths and weaknesses.
How might the organisational structure of a firm evolve over time with increasing internationalisation?
What guidelines exist for the management of agents/distributors and to what extent are these guidelines based on empirical research?
Agencies are the most popular form of sales and distribution organisations used by small and medium-sized exporters. Should they therefore always be the first market entry method considered by small and medium-sized exporters?
Why is an understanding of the international political and legal environment important to export marketers?
Bearing in mind that profit is linked to the high cost of raw materials in this business, what other sales targets would you consider appropriate in this firm?
A form of management by objectives is operating. Make recommendations on how to improve the effectiveness of the scheme.
Critically assess the approach taken to sales targets in this company.
Why is flexibility important in setting sales targets?
'Evaluating salespeople is easy. They either make target or they don't!' Critically assess this statement by identifying the criteria that you would use to assess an individual's sales performance.
In deciding suitable sales targets, some firms prefer to set sales targets low, expecting higher levels to be achieved. Others may set targets artificially high while yet others set targets as accurately as possible. Evaluate the appropri- ateness of these methods.
Why do many management by objectives schemes fail to produce the results expected when applied in practice?
Purely quantitative methods of setting sales targets can be limiting and unfair. Do you agree?
In particular, what are your proposals for improving the effectiveness of the salesforce?
Consider the strengths and weaknesses of this company and discuss how Scotia can hold its own and even increase sales. Consider how the company can meet the challenge it now faces.
In your evaluation of the sales function of Scotia, what would you wish to know in addition to what is stated?
Discuss the view that the salesperson who makes the most calls, regardless of personal limitations, will outsell the most gifted salesperson.
Territory sales response models have claimed to improve the productivity of the salesforce in different firms. What benefits can be identified which might support this claim?
If potential is the major factor in sales performance, what restricts the sales manager in allocating more accounts to the best salespeople?
A sales management consultant arrives at your organisation with what she claims is a user-friendly software package to assist in the design of sales terri- tories and the improvement of calling schedules. What questions need to be asked and answered before deciding on the adoption of such a package?
What are the indicators a manager should look for which would suggest that a revision to sales territories may be required?
How might Formica's 'house accounts' be classified in terms of the type and stage of relationships?
Formica adopted several innovative approaches to their salesforce manage- ment. What additional initiatives could have been taken and which should Formica now adopt to ensure an effective and efficient salesforce?
Review the various new developments which are outlined in this case and identify which, if any, you expect to continue to change in the future.
Strathclyde Cutting Tools manufactures industrial products. Until recently, they employed 12 salespeople to call on accounts and prospects. Dissatisfied with the results, the sales manager discharged all 12 in favour of nine independent agents who were self-employed and sold a number of other
How do you see the role of key account manager changing in the next few years?
Critically assess the workload method for determining salesforce size.
What reasons can be given for organising a salesforce without using a geographical split? Give examples of where alternative means of specialisa- tion could be used.
In what ways might the sales organisation problems of small- or medium- sized companies in growth markets be more or less difficult to resolve than those of a larger, more established organisations operating in relatively mature and stable markets?
What factors are likely to impinge on designing the 'one-best' organisational structure for the salesforce?
In what ways might changing market structures and market conditions necessitate a review of the organisational structure of the salesforce?
Identify the needs of management for an information system relating to sales and marketing activity.
What role, if any, would you expect the salesforce to play in providing market information?
Explain how you might forecast sales for the next trading period.
'Quantitative sales forecasting methods are more explicit but no more accu- rate than are subjective methods of forecasting.' Discuss.
What are the possible dangers of using salespeople as market researchers?
In our rapidly growing markets, opportunities are lost because of the restric- tions on sales budgets imposed by the finance department.' How would you react to this statement?
The salesforce composite method is a widely used means of sales forecasting. What are the advantages and disadvantages of this method and in what circumstances do you feel it is appropriate to use this method?
What effect do you anticipate technology will have on the company's sales operations over the next 5 years?
From a sales management perspective, what information would you require to ensure cooperation between outside sales, service and support staff in the organisation?
Assume the role of an outside salesperson for Whitbread and evaluate how these organisational changes would change your sales tasks and job description.
Specifically, address the issue of how Standard Life can build and sustain relationships with its independents and directly with consumers.
Analyse the change in relationships between company and customers.
To what extent do you agree that analysing interpersonal attraction and the interdependence between husbands and wives provides an appropriate framework for describing buyer-seller relations?
The monadic paradigm views the buyer and seller as independent rather than interdependent, emphasises their separateness rather than appreciating the similarity of their task and assumes a single, discrete purchase rather than purchases in the context of an ongoing relationship. Discuss.
Consider the position of sales/marketing manager and suggest in what ways the job description for this new position will be similar to or different from the traditional role of the sales or marketing manager.
Many companies' attempts to build relationships with their customers are ad hoc or sales-initiated. How might this short-term outlook be overcome?
There are many different types of relationship. Discuss how a classification of relationship forms might help in the evaluation of relationships and relationship performance.
Advise Jan on how he should now proceed.
Make a list of information requirements to assist Jan in his pre-call preparation.
How might a knowledge of buyer behaviour help Jan in this situation?
Compare the similarities and differences between the two jobs.

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