Write 6-8 arguments or questions you would use if you found yourself in the situation depicted in the role play scenario below.

Role Play Transdermal Testing Transdermal Testing produces medical devices that are placed on the skin and have The ability to deliver drugs through the skin. The company has worked to develop a similar noninvasive paradigm to read and monitor certain body chemistry levels, such as blood glucose levels in diabetics. Nearly six percent, or 17 million, individuals in the United States have been diagnosed with diabetics. Other countries, such as China, India and Japan, all have a similar distribution of individuals with diabetes. Product development is an extremely important area in this industry. Products are constantly being improved and updated. Conducting clinical testing and seeking government approval are time-consuming and expensive processes. Transdermal Testing is second in industry sales, but is challenged by its largest competitor, Madison Laboratories. The job of the sales force is largely missionary sales. Two and a half years ago, Transdermal Testing purchased a major veterinary medicine manufacturer, Apex Labs, and merged the two sales forces. This opened the door to a broader base of customers, including clients with large herds of animals. As might be expected, the merger of the two sales forces was not completely painless; several reps who had worked with Apex left to join competitors' sales forces, Transdermal has seen its competition grow in numbers and product/service offerings. Governmental units have been their largest segment, and selling to them is often a long process involving a large number of people in a buying center. Sales- people have to be prepared to work with multiple people and to be available on short notice to work with buying committees. Sales goals have always been aggressive, but because Transdermal's products/ services have a stellar reputation, the sales force has an impressive growth and customer satisfaction record. Top management and HR have worked to keep the organization the industry's leader by providing everyone in the sales organization with great compensation and benefits. However, with only a few weeks remaining in the sales year, it appears that the south-central district will be lucky to reach its threshold goals, let alone its actual goals. Two salespeople are easily identifiable as below goal; both have lost major accounts in the last quarter, and neither has a full pipeline. Just three years ago, Angela Francois was a member of the President's Club. Then she had a babythe couple's first, and the child developed complications that require Angela to have to come home immediately if the caretaker she has hired requests her to do so. Michael Trammell was another award-winning sales rep. Two years ago, his aged mother moved in with his family, and he is often unavailable to clients. Both Angela and Michael barely made threshold last year, and-despite taking work home this year-don't look like they are going to make it this year. To make matters worse, you know customer satisfaction among their customers has fallen off. Both reps have a large proposal under review with a client; if secured, the sale would assure that they would surpass their goals. Assignment manager. Both of you stand to lose $10,000 bonuses, and other sales representatives Split into pairs. One of you is Pat, the sales manager, and the other is the regional in District Six will lose $4,000 bonuses if the goals of these two sales reps aren't met. In situations such as these, the national sales manager will request an action plan for the future. You are getting together to develop that plan. Third Member You will be joined shortly by Aaron Weston from the human resources group. You know that he plans to discuss the company's rule that reps not meeting their goals for three consecutive years will need a six-month corrective action plan. Aaron will insist on seeing immediate progress or, within six months, will move toward termination. Role Play Transdermal Testing Transdermal Testing produces medical devices that are placed on the skin and have The ability to deliver drugs through the skin. The company has worked to develop a similar noninvasive paradigm to read and monitor certain body chemistry levels, such as blood glucose levels in diabetics. Nearly six percent, or 17 million, individuals in the United States have been diagnosed with diabetics. Other countries, such as China, India and Japan, all have a similar distribution of individuals with diabetes. Product development is an extremely important area in this industry. Products are constantly being improved and updated. Conducting clinical testing and seeking government approval are time-consuming and expensive processes. Transdermal Testing is second in industry sales, but is challenged by its largest competitor, Madison Laboratories. The job of the sales force is largely missionary sales. Two and a half years ago, Transdermal Testing purchased a major veterinary medicine manufacturer, Apex Labs, and merged the two sales forces. This opened the door to a broader base of customers, including clients with large herds of animals. As might be expected, the merger of the two sales forces was not completely painless; several reps who had worked with Apex left to join competitors' sales forces, Transdermal has seen its competition grow in numbers and product/service offerings. Governmental units have been their largest segment, and selling to them is often a long process involving a large number of people in a buying center. Sales- people have to be prepared to work with multiple people and to be available on short notice to work with buying committees. Sales goals have always been aggressive, but because Transdermal's products/ services have a stellar reputation, the sales force has an impressive growth and customer satisfaction record. Top management and HR have worked to keep the organization the industry's leader by providing everyone in the sales organization with great compensation and benefits. However, with only a few weeks remaining in the sales year, it appears that the south-central district will be lucky to reach its threshold goals, let alone its actual goals. Two salespeople are easily identifiable as below goal; both have lost major accounts in the last quarter, and neither has a full pipeline. Just three years ago, Angela Francois was a member of the President's Club. Then she had a babythe couple's first, and the child developed complications that require Angela to have to come home immediately if the caretaker she has hired requests her to do so. Michael Trammell was another award-winning sales rep. Two years ago, his aged mother moved in with his family, and he is often unavailable to clients. Both Angela and Michael barely made threshold last year, and-despite taking work home this year-don't look like they are going to make it this year. To make matters worse, you know customer satisfaction among their customers has fallen off. Both reps have a large proposal under review with a client; if secured, the sale would assure that they would surpass their goals. Assignment manager. Both of you stand to lose $10,000 bonuses, and other sales representatives Split into pairs. One of you is Pat, the sales manager, and the other is the regional in District Six will lose $4,000 bonuses if the goals of these two sales reps aren't met. In situations such as these, the national sales manager will request an action plan for the future. You are getting together to develop that plan. Third Member You will be joined shortly by Aaron Weston from the human resources group. You know that he plans to discuss the company's rule that reps not meeting their goals for three consecutive years will need a six-month corrective action plan. Aaron will insist on seeing immediate progress or, within six months, will move toward termination