Refer to Exhibit 3.4. Using the Miles and Snow typology, how might the marketing strategies and programs of a prospector SBU vary from those adopted by a defender SBU within the same company? Which of these options do you believe would be best:

(a) A sales force that sells only for the prospector SBU, or 

(b) A sales force that is shared between the two SBUs and sells for both the prospector and defender SBU? 

What are the relevant issues that led to your response?

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EXHIBIT 3.4 Generic business strategies and their implications for the sales force Porter's Typology Low-Cost Supplier Aggressive construction of efficient-scale facil- ities, vigorous pursuit of cost reductions from experience, tight cost and overhead control, usually associated with high relative market share. Differentiation Creation of something perceived industrywide as being unique. Provides insulation against competitive rivalry because of brand loyalty and resulting lower sensitivity to price. Niche (or focus) Service of a particular target market, with each functional policy developed with this target market in mind. Although market share in the industry might be low, the firm dominates a segment within the industry. Sales Force Implications Servicing large current customers, pursuing large prospects, minimizing costs, selling on the basis of price, and usually assuming significant order-taking responsibilities. Selling nonprice benefits, generating orders, providing high-quality customer service and responsiveness, a possibly significant amount of prospecting if a high-growth industry, select- ing customers based on low-price sensitivity. Usually requires a high-quality sales force. Becoming experts in the operations and oppor- tunities associated with the target market. Focusing customer attention on nonprice ben- efits and allocating selling time to the target market.