For question 1 please use excel in calculating.

For question 2 and 3 answer them in word.

Individual Assignment - Sales Ratios - Spring 2021 After carefully reading the Mini Case, please answer all the questions at the end of the case. Minicase: Massa- chusetts Restaurant Appliances Massachusetts Restaurant Appliances (MRA), headquartered in Somerville, Massachusetts (in the Boston area), sells large, industrial appliances such as refrigerators, freezers, and dishwashers to restaurants all over the United States. For several years, the company has been second in market share to industry leader New York's Ruth Restaurant Services, but it has been gaining share in recent years. MRA is especially optimistic about catching Ruth this year because of the rise of its star sales manager, David Epstein, an energetic 31-year-old, who has been with the com- pany since he was 22. Epstein is popular with the sales staff, but he also is aggressive and demands high performance. One of his initiatives is to make all salespeople accountable by strictly evaluating performance using ratios as well as purely objective measures. In particular, he has collected performance data for each of his seven sales representatives as follows: Sales rep Derek Francona Johnny Schilling Daphne Gellar Robert Smythe Jennifer McCarver Manuel Lopez Samantha Kerry Erin McCloud Previous Current Current Sales Sales Quota 5480,000 $481,000 $575,000 750.000 883,000 835,000 576,000 613,000 657,000 745.000 852.000 850,000 765.000 860,000 850,000 735,000 835,000 825,000 665,000 670,000 720.000 775,000 925,000 875,000 Number of Number of Accounts Orders 1.100 180 1.600 1,970 1.150 1.020 1.350 1.650 1.300 1.730 1.400 1.790 1,600 960 1.700 1,910 Expenses 59,300 12.300 7,500 11,000 11:300 11,500 10.800 12,800 Number of Number of Days Calls Worked 1,300 235 1.800 223 1.650 228 1.700 230 1.750 232 1.750 220 1.550 200 1.850 225 Epstein would like to see an analysis of salesperson performance using the following ratios: sales growth, sales to quota, sales per account, average order, sales expense, calls per day, orders per call. Most of the salespeople are happy to be evaluated, but a few are dubious and fearful of the consequences. Robert Smythe, for one, feels that his territory, which includes the Western mountain states as well as Alaska, is more difficult to sell in because there are fewer restaurants and he has only been a salesperson for about a year. In addition, one of Derek Francona's largest customers recently went out of business, and he feels that his numbers slipped as a result. Both are close to quitting because they feel they are being evaluated unfairly Epstein wants to beat Ruth very badly this year and feels that improving salesperson performance is the key. Therefore, his performance evaluation system is of the utmost importance Questions 1. Using the data given, calculate the performance ratios requested by Epstein and rank the salespeople accordingly 2. What advice or guidance should Epstein give to each of the salespeople to improve performance? 3. What are the limitations of this evaluation system? What adjustments or additions could Epstein make to more accurately evaluate salesperson performance? 1 Individual Assignment - Sales Ratios - Spring 2021 After carefully reading the Mini Case, please answer all the questions at the end of the case. Minicase: Massa- chusetts Restaurant Appliances Massachusetts Restaurant Appliances (MRA), headquartered in Somerville, Massachusetts (in the Boston area), sells large, industrial appliances such as refrigerators, freezers, and dishwashers to restaurants all over the United States. For several years, the company has been second in market share to industry leader New York's Ruth Restaurant Services, but it has been gaining share in recent years. MRA is especially optimistic about catching Ruth this year because of the rise of its star sales manager, David Epstein, an energetic 31-year-old, who has been with the com- pany since he was 22. Epstein is popular with the sales staff, but he also is aggressive and demands high performance. One of his initiatives is to make all salespeople accountable by strictly evaluating performance using ratios as well as purely objective measures. In particular, he has collected performance data for each of his seven sales representatives as follows: Sales rep Derek Francona Johnny Schilling Daphne Gellar Robert Smythe Jennifer McCarver Manuel Lopez Samantha Kerry Erin McCloud Previous Current Current Sales Sales Quota 5480,000 $481,000 $575,000 750.000 883,000 835,000 576,000 613,000 657,000 745.000 852.000 850,000 765.000 860,000 850,000 735,000 835,000 825,000 665,000 670,000 720.000 775,000 925,000 875,000 Number of Number of Accounts Orders 1.100 180 1.600 1,970 1.150 1.020 1.350 1.650 1.300 1.730 1.400 1.790 1,600 960 1.700 1,910 Expenses 59,300 12.300 7,500 11,000 11:300 11,500 10.800 12,800 Number of Number of Days Calls Worked 1,300 235 1.800 223 1.650 228 1.700 230 1.750 232 1.750 220 1.550 200 1.850 225 Epstein would like to see an analysis of salesperson performance using the following ratios: sales growth, sales to quota, sales per account, average order, sales expense, calls per day, orders per call. Most of the salespeople are happy to be evaluated, but a few are dubious and fearful of the consequences. Robert Smythe, for one, feels that his territory, which includes the Western mountain states as well as Alaska, is more difficult to sell in because there are fewer restaurants and he has only been a salesperson for about a year. In addition, one of Derek Francona's largest customers recently went out of business, and he feels that his numbers slipped as a result. Both are close to quitting because they feel they are being evaluated unfairly Epstein wants to beat Ruth very badly this year and feels that improving salesperson performance is the key. Therefore, his performance evaluation system is of the utmost importance Questions 1. Using the data given, calculate the performance ratios requested by Epstein and rank the salespeople accordingly 2. What advice or guidance should Epstein give to each of the salespeople to improve performance? 3. What are the limitations of this evaluation system? What adjustments or additions could Epstein make to more accurately evaluate salesperson performance? 1