Case 6.1: Solutions Software, Inc. Background Solutions Software, Inc., develops and markets soft- ware through office and computer software retailers throughout the United States. Established in 1982, the company has been successful competing against larger companies because it offers a quality product at an affordable price. Moreover, it has a reputation of providing a high level of service through a knowledgeable and efficient salesforce. On entering the salesforce, reps are given formal training at the company's headquarters in St. Louis, Missouri. There they are taught various sales tech- niques, product knowledge, and competitive knowl- edge. In addition, they learn about company policies and the company's code of ethics. Each of the company's four regional sales managers is responsible for any additional training, to occur as each deems necessary. Regional sales managers typically have attempted, at a minimum, to keep their salespeople up to speed on product knowledge. Current Situation More than one-third of the way into the fiscal year, sales in the Midwest region at Solutions Software are running about 10 percent behind last year. Regional sales manager Clara Halter is concerned. National sales manager Ken Raft has been pushing Clara hard since last year when her region's sales came in just under the yearly sales target. This year, Clara is determined to exceed her goal. If she does not, she fears she might not be around to make an attempt again next year. Clara has been the Midwest regional sales man- ager for four years, having formerly been a salesper- son with Solutions for six years. During her tenure as sales manager, she has yet to conduct any formal training beyond keeping her salespeople abreast of new products. Now, she thinks, might be the time for some additional training. Perhaps this would provide her salespeople with the tools they need to increase their sales. First, Clara thinks, she must decide what the train- ing should include. She recalls that salespeople's initial training did not address time and territory manage- ment or customer knowledge. Perhaps her salespeople are not using their time as efficiently and effectively as they should be. She figures that salespeople could always use some additional training in this area. Furthermore, she surmises that her salespeople might benefit from understanding different buyer types along with techniques for handling each. Finally, Clara believes that her salespeople might gain from brushing up on some sales techniques. Clara believes that because building relationships is such an important part of the business, salespeople could use some addi- tional training on how to build rapport and trust, as well as effectively listen and question. Having determined what she wants her sales- people to learn, Clara sets out to decide on the methods that will be most suitable for teaching her salespeople. She decides that she will develop a two-page handout on time and territory manage- ment to deliver to salespeople during their training session. They can review these materials at their leisure and use the information to make them more efficient. With regard to customer knowledge, Clara thinks she will design a series of role playing exercises involving different customer types. Salespeople will form teams of two. One salesper- son will play the role of a specific type of buyer and the other salesperson will attempt to identify and appropriately sell to this buyer type. Salespeople will then critique the performance. Finally, Clara believes that the best way for salespeople to improve their selling skills is for her to lecture on the topics of rapport and trust building, and listen- ing and questioning. Next, Clara has to decide when and where to hold the training. As far as she is concerned, it can- not be soon enough. She decides to hold a two-day training seminar in sunny Orlando, Florida, at the beginning of next month. She thinks this change in scenery might be conducive to learning. She sends a company memo via e-mail to all her salespeople explaining the program and the date. On completion of the sales training, Clara feels more upbeat. Surely, she thinks this will help her salespeople pick up the pace. Only time will tell. Questions 1. Assess the sales training processes used by Clara Halter. What would you do differently if you were she? (That is, how could the process be improved?) 2. Do you think this program will improve sales? Explain 3. Do you think that salespeople will find this program useful? Explain. Case 6.2: Compusystems, Inc. Background Beth Barnes joined Compusystems, Inc., 18 months ago. She was interested in working for a progressive company with growth potential. Compusystems, Inc., appeared to be such a company. The company sold a variety of business computing systems. Beth was assigned sell computerized cash register systems