In this section you will describe the different ways in which you feel the problem(s) can best be resolved. You should also employ some type of decision making criteria to evaluate the suitability of each alternative (i.e. What are the most important factors that must be considered when making this decision?). You will measure the alternatives against each key decision criteria. When applying the decision criteria, you should also discuss both the strengths and weaknesses of each alternative.

02 403 IMPLEMENTATION OF THE SALES PROGRAM CASE 2.2 ON-TIME PACKAGE DELIVERY CASE 2.2 ON-TIME PACKAGE DELIVERY Sitting in his office Wayne Jacobson, Senior Vice President of Sales, was getting ready for his meeting tomorrow with Justin Spencer, President and Chief Operating Officer at On-Time Package Delivery (OTPD). Jacobson had spent the last several weeks talking with district managers, salespeople, and customers gathering infor- mation. He knew there were several issues facing the OTPD sales force, and his job was to identify them and develop solutions to solve the problems. ON-TIME PACKAGE DELIVERY, INCORPORATED Sales rep #7: I really question the ability of the higher-ups to tell me what's going on. It would be great to have a mentor or someone that I could rely on for the straight scoop. Sales rep #8: Hey, I don't want to seem odd, but my manager is really supportive. I told him about my problem taking a customer to dinner and getting into the hassle about who pays the bill. The customer just would not let a woman buy him dinner. My manager said I should join the Capital Club and take customers there where the bill doesn't come to the table. It works like a charm. Sales rep #9: I've had a similar experience. A customer, a good one, sent me a bottle of Passion perfume and a cashmere sweater. I was dumbfounded and asked my manager what to do, since I didn't recall hearing anything about receiving gifts during our train- ing program. He gave me several suggestions, and I decided which one to try. It worked, and I still have the account. Sales rep #10: My manager is pretty supportive. But he can't eliminate the hassling that goes on with some customers. Do the purchasing agents and others with CCLI treat women sales reps the same? Sales rep #11: I'd really like a chance to move into sales management. That's why I got into sales to begin with. Now, all I have to do is figure out what it takes to get promoted. It's a big mystery at CCLI. And if something doesn't happen soon, I'll go elsewhere. Sales rep #12: This whole performance evaluation process is a joke. My manager is usually late, and on top of it the review is so general and vague that I have no idea what I'm supposed to do to better myself. And our annual bonuses show no relation to contribution. We all get the same bonus. On-Time Package Delivery is a regional package delivery service based in Sydney, Aus- trlia. With sales of just more than 50 million Australian dollars (AUD), the company is overshadowed by the big names in package delivery: UPS, FedEx, and DHL. How- ever, OTPD has carved out a niche by focusing on express intracity package delivery. In large cities like Sydney, Melbourne, and Brisbane there are many documents and small packages that need to get across town in a hurry. OTPD was projected to hit its overall sales goals for the year. However, Jacobson also knew that OTPD was target- ing only 4 percent sales growth, which was significantly below the industry average growth of 8 percent. In 1985, Ron Young founded OTPD as the solution to a problem he had been encountering as an attorney-getting important legal documents to clients quickly, reliably, and cost effectively. Young and a group of investors developed a busi- ness model that included highly trained "delivery specialists" (package pickup and delivery people). Another key to success was that OTPD was among the first intrac- ity package delivery services to maximize technology in the package delivery busi- ness. A high level of customer service coupled with excellent technology helped establish a loyal client following among professional business services (law firms, consulting services). Very early, OTPD realized the need for a sales force to build and maintain client relationships. Over the years, senior management believed the sales force repre- sented a real competitive advantage for the company. The company currently had four sales districts, all in major Australian cities (Exhibit 1 details the structure of the OTPD sales force). The comments from the men did not add anything to her understanding of CCLI's problems. They were very similar to those provided by HBRS, plus they duplicated many of the comments made by the women concerning performance evaluations and promotion policies. The report suggested to Diane Flanagan that CCLI has much work ahead if it is going to avoid problems similar to those in the southeastern region. Although names were not given in the report, Flanagan thought she could associate many of the comments with James Bradford, CCLI's problem sales manager. She did not learn anything from the focus groups that would help with the legal proceedings in the Suzette Renoldi matter. But, for certain, she wanted to change things to avoid future problems. THE OTPD SALES FORCE The OTPD sales force consisted of two categories of salespeople. With approxi. mately 45 salespeople in the company, nearly 75 percent were classified as sales representatives. These individuals had two primary job responsibilities: (1) gen- erate new business and (2) maintain a good customer relationship with smaller established accounts. The second of the two categories, key account managers