PLEASE ANSWER ONLY QUESTION 6 AND 7. THANKS!

CASE STUDY 10 John Aquino and Gallo Wines John Aquino was in his senior year at Elon University where he was completing the B.S.B.A. with a major in professional sales. The university had partnerships with a number of local and national firms that pretty much assured Aquino that he would find a position in professional selling upon graduation. Like all students in the professional sales program, the undergraduate student completed semester- long courses in professional selling, sales management, and customer relationship management (CRM). He also worked for Gallo Wines in a summer sales internship between his junior and senior years of college. Early during the spring semester, John received an e-mail from Joe Sontek, Gallo's Southeast regional hiring and training manager, who informed Aquino that Gallo was interested in talking further with him about a full-time, entry-level sales position with its partner in Raleigh, North Carolina. The plan was for him to work in Raleigh for a year or so at a regional distributorship, to gain expertise serving on or off-premise clients prior to joining the company's national sales force. In this way, Gallo puts its potential hires into the field to learn how they succeed and, once they have mastered local markets, they should be better able to move up a level to keep distributors, restaurants, and wine shops satisfied and in stock with Gallo Wines. Most consumers are unaware that Gallo distributes more than 80 different brands of wine that include: Blackfoot, Black Swan, Carlo Rossi, Indigo Hills, Las Rocas, Louis Martini, McWilliams, Tisdale Vineyards, and Turning Leaf-to name just a few. Gallo-distributed wines also vary in price from less expensive Boone's Farm to more expensive Australian wines produced by Clarendon Hills. In late April, Joe Sontek called and informed Aquino of a territory manager's job opening at Capitol Wineries in Raleigh, North Carolina. Sontek offered to call the sales manager at Capitol and recommend Aquino for the position. If, after a year or so, Aquino performed well at Capitol Wineries, he would join Gallo Wines at a to-be- determined future territory in the U.S. Aquino said he would accept the job at Capitol if it was offered, so Sontek called his business partner in Raleigh and, soon, the senior student was invited over for an interview. By graduation, he had been offered, and verbally accepted, the territory manager's position at Capitol Wineries. All appeared well until the director of Elon University's Chandler Family Professional Sales Center received an urgent e-mail from Martha Cooper, eastern sales manager for a national textbook firm. Cooper was looking to hire two textbook sales reps in North Carolina, and one in South Carolina! The e-mail Cooper sent was forwarded to graduating and former sales program students to make them aware of the opportunity. A number of graduating seniors sent return e-mails, stating their interest in contacting Cooper. What was surprising was that Aquino also sent in an e-mail stating that he was interested in the textbook sales position. During the next few weeks, Cooper reviewed more than 50 rsums, conducted 20 phone interviews, and held formal interviews with 10 applicants for the two open positions. At the end of the process, she selected two Elon sales students for the positions in North Carolina. The final step in the process was for each of the students to visit five faculty members and write a report about their interactions with professors of business and science, On Friday, shortly after the interview results were communicated, Aquino sent Cooper a vague e-mail that said he had decided "regretfully" that textbook sales were not where he wanted to start his career. Martha Cooper immediately e-mailed the Chandler Center's director stating she was very disappointed at Aquino's withdrawing at the last minute, and asking what was going on. The next day, Danielle Davisanother senior student-sent the Chandler Center director an e-mail, writing that she was very upset because she had received an e-mail the previous evening from the head of human resources at EDD, Inc., explaining that her position had been eliminated in a corporate reorganization. Davis was distraught since she had planned on starting work in Columbus, Ohio, on the first of July. She asked: "what should I do now?" w DO Questions 1. How would you describe John Aquino's actions? Why did he behave the way he did? What could have caused Danielle's lost job with EDD? 2. Why do "certain jobs" turn out to be not so certain? 3. Is it appropriate for students who have verbally agreed to accept a position to continue interviewing" for other sales positions? 4. If you were Martha Cooper, would you be reluctant to interview and hire other students from the same sales program? If you were director of the Chandler Center, would you recommend EDD to your students? Why or why not? 5. How does student success today impact a sales program's future reputation? 6. If you are interviewing at multiple companies, is there an acceptable way to conduct yourself during the process? 7. What conclusions can we draw from these two examples of hiring situations gone awry? he sha 01 uc 22 DE dar