Based on the model for salesperson performance, what are the possible causes for the diminished performance of Raul? Focus on the 5 basic factors of the Model of determinants of a salesperson's performance.

2. What can Horton do to improve the sales performance of Raul?

business, and I want my salespeople to be tough. I want to be the toughest thing that my Based on the model for salesperson performance, what are the possible causes for the What can Horton do to improve the sales performance of Raul? PLEMENTATION OF THE SALES PROGRAM he closely watches the performance of the salespeople, the company provides little training salespeople ever face, so that customers will seem like pussycats by comparison. Althosh or specific sales guidance. He feels that salespeople learn toughness by figuring things te o of you about some performance criteria and rewards that might be appropriate The newest salesperson on the team is Raul Sajak, a 23-year-old recent college grad ate. Raul is highly intelligent, graduating at the top of his class, sensitive, and extraordinary good with relating to people. Although he could have worked in nearly any business, te Horton has encouraged his sales team to bluff when asked about the wholesale cost of the Crankshafts in order to make a sale and threaten to walk out of the sales negotiation with take it or leave it approach. Raul is concerned that he cannot use the friendly, open, and can best be described as aggressive, and he often insults or pressures his salespeople in order to increase their performance. In his words, "auto-manufacturing is a cut-throat Sated on a 100 percent commission basis, so he has the incentive to sell more and make Horton does not understand Raul's falling performance: "I don't get it. Raul is compet great deal of money.leven offer free tickets to local professional sporting events like soccer IMG_1945.jpg Edited G Q Search for themselves ay pay attention to RIGHT possible, come to agreement between ul with sources Our Nice would you Er this new position MINICASE: VAUGHN MANUFACTURING COMPANY aughn Manufacturing is a London-based automobile parts manufacturer. Specifically, it antectures crankshafts, a key component of the engine, and sells directly to automobile manufacturers (also known as original equipment manufacturers, or OEMs) like General Motors, as opposed to selling to engine manufacturers. While selling directly to OEMS grants Vaughn a higher "Tier 1" status in the automobile business and direct access to t the eting at Pinnad biggest players, it also means Vaughn has very little leverage in negotiating with the much f his dream jo larger OEMs. ed accounts England is by far the largest and most important sales territory for Vaughn, and its dis- mat sales manager is Keith Horton, a 26-year company veteran. Horton personally recruited several members of his team, who he calls "young guns," and takes great pride that the dans sales volume is consistently the highest in the company. Horton's managerial style Vhy or why wanted to join Vaughn, in part because he was a successful retail automobile salesperson throughout college and loved doing it. He is married and is preparing for the arrival of a new baby Although Raul started strong in his first year at Vaughn, he has struggled recently, being well below quota in nearly every sales category for the last quarter of the fiscal year. As the automobile market becomes more competitive, customers have been more difficult, mak ing sales negotiations more complex, and creating further challenges for Raul. Vaughn's attorneys require that Raul and the other salespeople negotiate specific contract terms with respect to legal liability, but OEMs now require that suppliers sign their standard purchase agreement without negotiation if the supplier wants to sell at a given price. Furthermore, OEMs have very specific product specification requirements that Vaughn engineers tel Rad they will have trouble meeting. Raul often feels caught in the middle between the vanous interests inside the company. Compounding the problem is the feeling that he cannot go In addition, Raul is uncomfortable with the intimidation tactics of Horton and the OEM to Horton for guidance responsible he surrounding inteligent sales approach to which he is accustomed. eady loyal cus ents at historie ious places games and cricket matches when my salespeople meet long as I have, he can be promoted to sales manager 100." rexceed sales goals. It he works as Questions diminished performance of Raul