Case 2.2 - 4-Leaf-Clover's Transition Read Case 2.2. in the book and answer the following questions. The "boiler room" at 4-Leaf-Clover, a 66-year-old financial planning firm, was aptly named. Hour by hour, day in and day out, the phones never stopped. Using automatic dialers connected to a high-end CRM (customer relationship management) system, the sales force continually called random prospects to elicit new business. Typically, after a few perfunctory questions, attention would turn quickly to a presentation of the features and advantages of new financial instruments structured for wealthy individuals who were not averse to risk. The psychological temperature of the stress-filled room was high. Most staff members quit after less than a year; those who stayed more than 2 years were called "veterans." What worked in the past, however, was no longer as effective, especially in a volatile economy plagued by recent financial scandals. Jasper Harrington, vice president for sales at 4-Leaf, has just convinced his superiors that something different, called "relationship selling," should be tried. Harrington wants to begin with a select group of 6 high-producing salespersons to see if they can outperform their colleagues regarding total revenue acquired over a period of 6 months. If the project is successful, the new program will be rolled out company-wide. The only catch? Harrington must train his trial group himself. 1. How should Harrington structure his training? What points should be emphasized for the sales group? 2. Where do you think Harrington will encounter the strongest resistance from this group? 3. What can Harrington say that might convince the trial group to make the switch to becoming consultants, rather than just salespersons, for their clients? 4. As the project goes forward, how should Harrington measure the performance of the trial group in terms somewhat more meaningful than total revenue produced? 5. What other criteria of performance are important for assessing the success of relationship selling