Ivey Publishing

Sales Management Analysis and Decision Making

Ingram, T.N., LaForge, R.W., Avila, R.A., Schwepker, C.H., Williams, M.R.,8/e (United States, M.E. Sharpe, 2012)
Prepared By Eunika Sot,
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Changing World of Sales Management

Sandeep Puri

Product Number: 9B14A015
Publication Date: 5/23/2014
Revision Date: 5/21/2014
Length: 10 pages

The profits of a generic-pharmaceutical company, Parkin Laboratories, are dwindling as a result of recent legislation implemented by the Indian government. To compensate for the loss in value, the company needs to increase its sales volumes. The general manager of sales is exploring the idea of investing in a program of sales force effectiveness to increase the efficacy of the sales team.

Teaching Note: 8B14A015 (9 pages)
Industry: Manufacturing
Issues: Sales force effectiveness; sales management; sales performance; pharmaceutical selling; India
Difficulty: 5 - MBA/Postgraduate

Sreeram Sivaramakrishnan

Product Number: 9B13A036
Publication Date: 1/10/2014
Revision Date: 1/9/2014
Length: 13 pages

In 2012, Asclepius Consulting is one of the many small software companies in India that have aspirations to become product companies as opposed to being services companies. Asclepius Consulting deals in hospital management information systems and has a product and service offering that is competitive and well received by customers. However, due to lack of capital, the company has been unable to invest in a sales force, and this has created a problem of reach. It is currently selling through a combination of resellers (external parties contracted to sell the software) and an inside sales force. Now, one of its three co-founders, whose expertise is in business process restructuring and business planning and strategy, is looking at revisiting the sales and marketing model in this complex marketplace.

Teaching Note: 8B13A036 (14 pages)
Industry: Health Care Services
Issues: Sales management; sales organization; business-to-business marketing; channel management; India
Difficulty: 5 - MBA/Postgraduate

Michael Taylor

Product Number: 9B12A021
Publication Date: 6/22/2012
Revision Date: 6/18/2012
Length: 2 pages

This B2B role-play case, with its six supplements, is a six part interaction between competing Original Equipment Manufacturers, Distributors and End Users, each with their own business priorities. It is an excellent case to explore organizational buying behaviour, the discipline of the selling process, and the management of sales resources (time) as an asset. It can be included in an introductory marketing course at the MBA or undergraduate level. It is equally effective for executive development. It also fits in a B2B marketing course to explore organizational buying behaviour, or in the introduction module of a sales management course.

Teaching Note: 8B12A021 (6 pages)
Industry: Manufacturing
Issues: Sales Force Resource Management; Selling Process; Channel Management; North America
Difficulty: 4 - Undergraduate/MBA

Dante Pirouz, Ramasastry Chandrasekhar

Product Number: 9B12A005
Publication Date: 2/21/2012
Revision Date: 2/17/2012
Length: 12 pages

In May 2010, the “chief pain officer” of SalesBrain, a neuroscience-based marketing research and coaching company located in California, has been approached for advice by the marketing head of Digital Technology International (DTI), a Utah-based provider of technology solutions for the global publishing industry. DTI has been struggling with communicating the core value proposition of its offerings to customers, including leading newspaper publishers. Its frontline people are delivering messages that are technical, jargon-filled, and complex. Publisher-customers are unable to understand quickly how the technology solutions being offered by DTI can help them become competitive. The sales messages are also not consistent.

SalesBrain is suggesting a three-step process wherein it will identify the “pain points” being experienced by the publisher-customers of DTI; create a compelling set of claims that DTI could offer about its technology products; and guide its frontline salespersons towards developing appropriate sales scripts that they could use with prospective clients. SalesBrain is deploying the cutting-edge tools of neuroscience marketing in each of the three processes. The chief pain officer must choose between Layered Voice Analysis and Facial Action Coding System as a medium to serve the needs of DTI.

Teaching Note: 8B12A005 (4 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Business to Business Marketing; Marketing Research; Sales Management; Newspapers; Consumer Neuroscience; United States
Difficulty: 4 - Undergraduate/MBA

Chapter 2:
Overview of Personal Selling

Michael A. Levin, Bruce C. Bailey

Product Number: 9B13A023
Publication Date: 11/7/2013
Revision Date: 11/1/2013
Length: 5 pages

Advantage Food & Beverage (AF&B), a sales and service vending machine company, has added an Avanti kiosk division and hired a sales representative to devote all their time to selling the kiosk service to businesses within a specific geographic market. In the first year of the kiosk operation, AF&B hired and fired three sales representatives while acquiring seven Avanti customers. A management review uncovered issues with the selling process and the lack of presentations to prospective customers. AF&B’s owner pondered the relationship between the personal selling process and AF&B’s current compensation approach for sales representatives. How could AF&B’s compensation approach be changed to meet senior management’s new emphasis on presentations, and how would the various options impact AF&B’s profit and loss statement?

Teaching Note: 8B13A023 (11 pages)
Industry: Retail Trade
Issues: Sales; selling process; United States
Difficulty: 2 - Intro/Undergraduate

Colleen Sharen

Product Number: 9B12A037
Publication Date: 7/16/2013
Revision Date: 7/15/2013
Length: 17 pages

AWARD WINNING CASE - Best Case Award, 2013 Administrative Sciences Association of Canada (ASAC) Conference. Since the 2010 earthquake, the executive director of the Foundation for International Development Assistance (FIDA) had been managing exploding demand for economic development from Haitians, the international development community and from individual Canadians. While there was a lot of money available for earthquake relief and micro-finance, far less was available for sustainable long-term economic development. FIDA needed an additional $2 million over the next three years to support projects that had been approved by both FIDA and its Haitian partner, productive cooperatives Haiti (pcH). FIDA needed to find investors who understood and supported the unique vision, principles and methods of FIDA/pcH.

Teaching Note: 8B12A037 (10 pages)
Industry: Social Advocacy Organizations
Issues: Non-profit management; social enterprise; brand positioning; marketing strategy; Canada; Haiti
Difficulty: 4 - Undergraduate/MBA

Michael Taylor

Product Number: 9B12A008
Publication Date: 3/9/2012
Revision Date: 6/11/2015
Length: 13 pages

A senior account manager at Boise Automation Canada Ltd. was disappointed with the news that he had just lost the $1.2 million order with Northern Paper Inc. (Northern), a paper mill. The opportunity was to design, supply, and install an automated control system for Northern’s wood-chip handling system. He had over 20 years’ experience selling automation systems in heavy industry, and had he won the order it would have easily put him over his target quota for 2011 and significantly boosted his incentive payout. Now, with less than three months before the end of the year, he was unlikely to meet his target for the year. The senior account manager wanted to understand what had gone wrong, and to learn from the experience in order to avoid repeating it. What should he have done differently? See supplement 9B15A029.

Teaching Note: 8B12A008 (11 pages)
Industry: Manufacturing
Issues: Selling process; sales force resource management; organizational buying behaviour; Canada
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Organizational Strategies and Sales Function

Tripti Ghosh Sharma, Rohith Desikan, Lakshmi Narasimhan S., Shalabh Jain

Product Number: 9B14M066
Publication Date: 6/18/2014
Revision Date: 6/18/2014
Length: 14 pages

Flipkart.com is one of India’s best known online retailers. Founded in 2007, with the ambitious dream of becoming India’s Amazon.com, Flipkart.com started out selling books and quickly expanded its product portfolio to include laptops, computer peripherals, consumer durables, consumer electronics, fashion accessories, media and games. Flipkart’s products were competitively priced, its customer service was exemplary and it offered innovative solutions to enhance the customer experience such as its cash on delivery service. These factors, coupled with a smart marketing mix and catchy advertisements that sensitized the Indian consumer to the online shopping experience, contributed to its rapid growth. While the customer viewed the company with rose-tinted glasses, all was not well within Flipkart. It was plagued by a multitude of issues, including a business model that swallowed cash faster than it was generated, increasing constraints on its operational and supply chain capabilities and deteriorating investor confidence. Indeed, Flipkart found itself in trouble in late 2012. With competitors hot on its heels and the imminent entry of Amazon.com into the Indian market, Flipkart had to evaluate its options carefully and make some smart moves if it was to survive and regain investor confidence.

Teaching Note: 8B14M066 (14 pages)
Industry: Other Services
Issues: online shopping; India
Difficulty: 5 - MBA/Postgraduate

P. Fraser Johnson, Viola Hoo

Product Number: 9B04D008
Publication Date: 1/4/2011
Length: 12 pages

A summer intern student at 3M Health Care must analyze the health care division’s logistics systems and report her findings to the vice president of 3M Health Care Markets. The vice president is most interested in the recommendations for the proposed changes to the existing method of distributing products to Canadian hospitals. This case provides sufficient information for students to assess the quantitative and qualitative issues relating to direct distribution versus maintaining a current supply chain structure of using value-added resellers.

Teaching Note: 8B04D08 (7 pages)
Industry: Health Care Services
Issues: Hospitals; Sales Strategy; Logistics; Distribution
Difficulty: 4 - Undergraduate/MBA

S. Ramesh Kumar, Mohan Kuruvilla

Product Number: 9B01A011
Publication Date: 3/11/2002
Revision Date: 4/26/2011
Length: 11 pages

Tinplate Company of India is a leading manufacturer of tin packaging for food and beverage products and batteries. Changes in government policy on importing materials, new types of packaging products and customer dissatisfaction present challenges for the company. The company must decide whether to continue with its current market strategy, determine how it can compete with foreign companies or determine if they are missing other strategic opportunities based on organizational buying behaviours.

Teaching Note: 8B01A11 (7 pages)
Industry: Manufacturing
Issues: Market Segmentation; Competitiveness; Market Strategy; Product Management
Difficulty: 5 - MBA/Postgraduate

Chapter 4:
Sales Organization Structure and Salesforce Deployment

Randle Raggio

Product Number: 9B09A010
Publication Date: 6/10/2009
Length: 20 pages

In March of 2001, the president of Sy.Med Development, Inc. (Sy.Med), a small health-care software firm, was concerned about his company's sales performance in the year-to-date. Nine units were projected, but only three had been sold. As a result, Sy.Med was 66 per cent below the president's unit forecast, 210 per cent below his net income forecast, and had lost $40,000. The president wondered whether a change to the base price of the software was necessary to boost sales. The case introduces the concept of value pricing, that is, pricing on the basis of value received by customers, not pricing on the basis of the cost of providing the product or service. The concept of value pricing at Sy.Med requires the simultaneous consideration of customer segments and sales force allocation in a high-tech setting. With careful calculation, students can determine the benefit to a particular customer of using the OneApp software. Some sensitivity analysis is required because not all practice sizes are equivalent, nor do they face the same labour costs. Although the pricing decision is the focus of the case, strategy (e.g. relating to customer selection, strategic focus) and sales force issues are inextricably linked to this decision. After the class discussion is complete, students should understand that pricing decisions cannot be made in isolation; the strategy and structure of the market must be considered. The case works well in the core MBA marketing course to introduce the concept of value pricing, and equally well in a course focused on pricing to emphasize the interrelations among organizational issues, the competitive market and the pricing decision. The case can also be used in an orientation program or as an introductory case to help train students in the art of preparing a quantitative case analysis.

Teaching Note: 8B09A10 (8 pages)
Industry: Health Care Services
Issues: Value Analysis; Pricing Strategy; Sales Organization; Sales Strategy
Difficulty: 4 - Undergraduate/MBA

Donald W. Barclay, Joe Falconi

Product Number: 9B06A035
Publication Date: 2/26/2007
Length: 20 pages

In 2005, the vice-president of sales and marketing for the Canadian division of Spectrum Brands Inc. must determine his next steps regarding the structure of his sales force. Spectrum Brands (Spectrum), a global consumer products company formerly known as Rayovac Corporation, had made a number of acquisitions to diversify and expand its product and brand portfolio. With these changes, Spectrum had become a leading supplier of consumer batteries, lawn and garden care products, specialty pet supplies, and shaving and grooming products. The vice-president of sales and marketing was charged with the task of creating a national sales force from the teams of the newly merged companies. Knowing the importance of the sales function to each of these companies, he wanted to ensure; despite the differences among the diverse groups, that he still maintained a team which would effectively and efficiently continue to increase the sales of each business unit.

Teaching Note: 8B06A35 (13 pages)
Industry: Manufacturing
Issues: Sales Organization; Acquisitions; Change Management; Sales Management
Difficulty: 4 - Undergraduate/MBA

June Cotte, Alan (Wenchu) Yang

Product Number: 9B04M089
Publication Date: 11/23/2004
Revision Date: 10/15/2009
Length: 14 pages

The sudden resignation of the company's national sales manager has left the vice-president of sales and marketing stressed and concerned. He must decide on the successor from a pool of five candidates and is finding the decision difficult, not only because of the strengths and weaknesses of each candidate but this sudden resignation has him wondering about his authority and credibility within the organization.

Teaching Note: 8B04M89 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: China; Sales Promotion; Sales Management; Sales Organization; Sales Strategy
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Acquiring Sales Talent: Recruitment and Selection

Nakul Gupta, Arjun Bhatnagar, Jyotsna Bhatnagar

Product Number: 9B13E029
Publication Date: 10/17/2013
Revision Date: 5/2/2014
Length: 7 pages

It was summer of 2013, and the news of cyber-attacks and information security breaches was on the rise in India, as it was worldwide. Incidents such as the Axis bank’s cyber-crime incident and the news of the American National Security Agency’s global e-surveillance were creating consternation and dilemmas in the minds of information security consultants. One such consultant owned and operated an information security company, Percept Softech, a Lakshyaa Technology Lab’s Jaipur franchise. The consultant was bogged down by a number of problems and dilemmas. The first was his marketing and business growth strategy, which was not helping him in promotion of his business. Information security solutions, spying, vulnerability checks, key logging and allied propositions were difficult to promote. Managing young millennial talent was another major problem for him. Apart from the woes of business growth, inefficiency in promotion and talent issues, the consultant was now facing another dilemma. Should he start a new business away from the umbrella of the Lakshyaa Technology Lab? Should he partner with a detective agency? Or should he relocate from Jaipur to a more central location (such as New Delhi) where perhaps people would be more aware of the importance of cyber security and students would be more interested in pursuing cyber security training?

Teaching Note: 8B13E029 (15 pages)
Industry: Information, Media & Telecommunications
Issues: India
Difficulty: 4 - Undergraduate/MBA

June Cotte, Alan (Wenchu) Yang

Product Number: 9B03A009
Publication Date: 8/6/2003
Revision Date: 10/15/2009
Length: 14 pages

Jindi Enterprises is a manufacturer of heat exchanger units for residential and commercial markets in China. Recently, the company's top sales representative, who is also the sales manager for one of the company's provincial offices, quit and joined a competitor. A replacement must be found, however, a delay in choosing a strategic direction is seriously complicating the hiring decision. The chief executive officer must determine the corporate strategy and ensure that the hiring strategy reflects these changes. Learning objectives include understanding that corporate strategy and sales hiring and selection strategy are inter-related and must be integrated, that hiring criteria may have to change to reflect strategy changes, and that sales and sales management practices in emerging markets can be different than those in mature markets.

Teaching Note: 8B03A09 (8 pages)
Industry: Manufacturing
Issues: China; Sales Management; Sales Organization; Strategic Change; Sales Strategy
Difficulty: 4 - Undergraduate/MBA

Joerg Dietz, Ken Mark

Product Number: 9B01C010
Publication Date: 11/29/2002
Revision Date: 12/15/2009
Length: 9 pages

As a startup in the online sales incentives industry, SalesDriver had a unique product to offer: online sales contests. From its early stages, SalesDriver had a great product, e-tailer relationships and initial customers who were pleased with the service. What SalesDriver needed was personnel. SalesDriver's two co-founders were facing several challenges. They were both young and making their first independent leap into the dot-com industry. With limited funding and no hiring experience, they needed to put together a staff for their company and wanted to do so within a two-week time frame. Their first need was to hire a vice-president of sales, but their candidate of preference had 15 other job offers on his plate, so time was of the essence. How much should they offer? What incentives should they include? What kind of fit would they have as a working team and would they even have enough time to assess that fit? The two friends and business partners were faced with the difficult challenge of working out a winning offer that would persuade the right person to accept a position in their very young company.

Teaching Note: 8B01C10 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: E-Commerce; Employee Selection
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Continual Development of the Salesforce: Sales Training

V.V. Gopal

Product Number: 9B11A023
Publication Date: 1/30/2012
Length: 13 pages

Organized steel retailing was not very popular among steel manufacturers in India. Very few such initiatives were undertaken by Indian players, but the most prominent was the JSW Shoppe concept promoted by Jindal Steel Works (JSW). JSW sold its products through a large network of dealers. However, the management had been concerned with building a brand image for its products, increasing its market penetration beyond the market of builders and fabricators, and attracting the attention of end users who would drive up sales. The company had felt that its distribution model would not serve its purpose, and had designed the unique concept of JSW Shoppe - a franchising model wherein the company would partner with existing and new dealers to achieve its objectives.

Set in 2010, the case deals with the challenges of transforming from a transactional distribution model to a relationship-based distribution model for franchising. Through the analysis of the case, students will locate the execution flaws in the company’s transformation, and seek the best way to address the issues related to this transformation. The case demonstrates the importance and role of a salesperson and the problems and issues that arise when a distribution model is changed - both from the dealers’ and company’s perspectives. Highlights of the case include the presentation of the challenges of franchising a specialty product, the evaluation of dealers using a balanced scorecard, and the preparation of an elaborate training module for the sales force.

Teaching Note: 8B11A023 (26 pages)
Industry: Manufacturing
Issues: Strategy; Sales Force Management; Retail Management; Balanced Scorecard; Change Management; Branding; Steel; India; Ivey/ISB
Difficulty: 4 - Undergraduate/MBA

June Cotte, Seung Hwan (Mark) Lee

Product Number: 9B07C029
Publication Date: 6/15/2007
Length: 5 pages

The recently hired human resources (HR) director had to come up with a program that would meet the needs of transferring knowledge from older, more experienced project consultants to the junior and newly hired inexperienced associates. The HR director designed a program called the Mentoring Management Project for Professionals (MP^2). The program met with great resistance from all levels of the organization, which made the development and the implementation process more difficult. The MP^2 program was implemented on a trial basis and after four months, due to mixed results, the HR director was more confused than ever. He had three days left to prove to the executive board that the program is worth the cost, the time and the resources to implement.

Teaching Note: 8B07C29 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Employee Training; Career Development; Employee Retention; Change Management
Difficulty: 2 - Intro/Undergraduate

June Cotte, Alan (Wenchu) Yang

Product Number: 9B04A015
Publication Date: 9/20/2004
Revision Date: 10/7/2009
Length: 14 pages

The top sales person for Alchemy Training Firm has visited three potential clients, an existing customer, a warm call referral and a cold call, to sell a new offering from the company. While the company was well-known for providing top quality sales management training programs, the owners have decided to branch out with a new offer of supply chain management/purchasing training courses. The sales person must prepare a report of these sales calls for a planning session, and is concerned that the outcome may not be successful. He wonders what he could have done differently. The case highlights the difficulties in selling a new intangible service when firm reputation, trainer reputation, and course customization opportunities compete with cost as main buyer priorities. The differing opinions of the owners on the firm's growth strategy are an issue, as well.

Teaching Note: 8B04A15 (5 pages)
Industry: Educational Services
Issues: China; Sales Management; Corporate Strategy; Sales Strategy; Services
Difficulty: 4 - Undergraduate/MBA

Chapter 7:
Sales Leadership, Management, and Supervision

Zahra Ladha Jiwani

Product Number: 9B14A050
Publication Date: 8/15/2014
Revision Date: 12/22/2014
Length: 3 pages

In November 2013, GoldieBlox was accused of copyright infringement. It used the Beastie Boys song “Girls” in one of its advertisements promoting new toys for girls without permission. The company’s reaction to file a lawsuit against the band was not well received and perhaps a little hasty.

In the wake of the crisis, the chief executive officer of GoldieBlox Toy Company and her team had some decisions to make regarding how to handle the lawsuit they filed against the Beastie Boys that then backfired. The hostile environment was not conducive to the image of the company and the negative media was of concern to GoldieBox and its employees.

Teaching Note: 8B14A050 (6 pages)
Industry: Retail Trade
Issues: Communications; conflict; copyright; United States
Difficulty: 3 - Undergraduate

Pratibha Wasan, David J. Sharp

Product Number: 9B12M109
Publication Date: 12/14/2012
Revision Date: 12/14/2012
Length: 7 pages

The case presents the sequence of events that occurred when a global leader in automated information management technology had to compete fiercely to retain one of its key customers. It presents the environment for B2B sales and the challenges facing the company in a fiercely competitive scenario. The case describes in detail the politics and personalities involved and the importance of relationships and optimism in making sales. It is intended to stimulate readers to explore situation restoration strategies for an existing technology provider that faces the emergence of a capable competitor. Discussion of such strategies involves ethical considerations and highlights the thin divide between ethics and diplomacy in selling efforts.

Teaching Note: 8B12M109 (7 pages)
Industry: Information, Media & Telecommunications
Issues: Selling; B2B; Information Technology; India
Difficulty: 5 - MBA/Postgraduate

Jeff Hicks, Derek Lehmberg

Product Number: 9B12M025
Publication Date: 4/3/2012
Revision Date: 4/3/2012
Length: 15 pages

In 2006, the Japanese subsidiary of Tommasi Motorcycles, an Italian manufacturer of high-end motorcycles, was implementing a new customer data application to help its motorcycle dealerships increase the effectiveness of their sales and marketing activities. Horizon LLP, a consulting firm, was Tommasi’s global implementation partner for the application. To identify any dealer concerns regarding the new system, Tommasi Japan had brought in additional consultants from Horizon to conduct interviews with the dealers. As the consultants soon discovered, the dealers’ concerns with Tomassi went far beyond the new application. An unannounced visit by an influential dealer set all the players on a collision course, and soon exposed their widely differing views and a number of fundamental problems in the relationship between Tommasi Motorcycles Japan and its dealer network.

The case begins with a series of separate dialogues involving the director of sales and marketing; the expatriate president of Tommasi Motorcycles Japan; an influential owner of multiple dealerships; and two non-Japanese consultants from Horizon. When they meet in the board room of Tommasi Motorcycles Japan, the ensuing conversation reveals a number of issues: opportunistic behaviour by the bilingual director of sales and marketing, who limits and shapes communications between the dealers and Tommasi’s Japanese National Office; a limited understanding of local market conditions by expatriate Tommasi management; frustration on the part of business-savvy dealers; and naiveté on the part of the consultants, who do not see the social hierarchies at work, nor realize that their cultural and language fluency, which has in past projects always been an asset, could also be a threat.

Teaching Note: 8B12M025 (13 pages)
Industry: Manufacturing
Issues: Cross-cultural Communications; Consulting; Expatriate Management; Motorcycles and Vehicles; Italy; Japan
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Motivation and Reward System Management

Sandeep Puri

Product Number: 9B13A017
Publication Date: 7/3/2013
Revision Date: 12/10/2013
Length: 7 pages

At the end of the year’s third quarter, the sales team at a generic-pharmaceutical company has achieved just 91 per cent of its sales target, and growth is less than what was anticipated. The general manager of sales needs to decide whether he can revise the sales targets for the last quarter of the year without compromising growth. He also needs to address the impact of launching a new product when the sales team is striving to achieve its budgets and devise strategies the sales team can use to achieve their sales targets during a selling downturn.

Teaching Note: 8B13A017 (6 pages)
Industry: Manufacturing
Issues: Sales management; sales strategy; conflict management; pharmaceuticals; India
Difficulty: 5 - MBA/Postgraduate

Ann C. Frost, Kevin Hewins

Product Number: 9B09C008
Publication Date: 1/27/2010
Length: 11 pages

Ruffian Kelowna, one of 19 British Columbia Ruffian Apparel locations, is underperforming. Recent management turnover and low unemployment in the region have left Kelowna short-staffed and in need of a new store manager to take over for the interim manager. Both sales and performance results are far below acceptable levels, and the store appears to be floundering. The newly hired B.C. regional manager for Ruffian Apparel is looking into the problem and needs to report back to Vancouver with his recommendations. This case can be used to demonstrate how different theories of motivation might apply to goal-setting and compensation plans. The case illustrates how an inappropriate or poorly structured compensation plan and motivational goals can lead to ineffective and detrimental results. Students who immediately attribute the problems of the case to the lack of a store manager will fail to explore the potential for increasing employee motivation and productivity across the board.

Teaching Note: 8B09C08 (5 pages)
Industry: Retail Trade
Issues: Staffing; Compensation; Pay for Performance; Motivation
Difficulty: 3 - Undergraduate

Donald W. Barclay, Shamail Siddiqi

Product Number: 9B05A021
Publication Date: 9/1/2005
Revision Date: 9/24/2009
Length: 16 pages

The founder and chief executive officer of Global Source Healthcare was struggling with how to allocate sales resources among acquiring new accounts, penetrating existing accounts and up-selling existing accounts. Global Source Healthcare provided domestic and international staffing services to healthcare facilities. The company had been operational for a year and growth had been considerably slower than expected. What made this decision especially important was that the healthcare staffing market was experiencing a substantial downturn. Consolidation was occurring in the industry. Given the limited sales and financial resources of the company, this decision was critical to ensure the very survival of Global Source. Other issues that may be raised include understanding the sales strategy in the business and marketing strategy, motivating a sales force in a difficult, limited-resource environment, and understanding the trade-off between the length of the sales cycle and the size of the potential account.

Teaching Note: 8B05A21 (10 pages)
Industry: Health Care Services
Issues: Growth Strategy; Startups; Sales Strategy; Services
Difficulty: 4 - Undergraduate/MBA

June Cotte, Megan McCrae

Product Number: 9B04A014
Publication Date: 9/20/2004
Revision Date: 10/7/2009
Length: 9 pages

Candym Enterprises is a wholesaler specializing in producing, importing and exporting giftware, and selling these items through independent sales representatives. The president and founder has discovered that performance in one territory is falling. A major trade-show is approaching, and changes need to be made in the territory quickly. The president feels he has several options, including replacing an independent sales rep with a company sales rep, which would be a new strategy for the company. Learning objectives include understanding the pros and cons of salary-based relationship building, the importance of excellent customer relationship management, and recognizing that using distributors/independent sales reps has some risk.

Teaching Note: 8B04A14 (5 pages)
Industry: Wholesale Trade
Issues: Sales Organization; Sales Strategy; Compensation; Sales Management
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Evaluating the Effectiveness of the Organization

Michael Taylor, Syed Saad Karim

Product Number: 9B14A033
Publication Date: 9/4/2014
Revision Date: 7/16/2014
Length: 18 pages

Headquartered in Mississauga, Ontario, Kat Rose was founded in 2009 to produce small strategic business conferences and corporate hospitality events. After mixed success, it was presented with an opportunity in 2011 to organize a cricket match in Toronto. Although sports were not on its radar, the company decided to use the project as a base for expansion. It put in place an aggressive advertising plan, largely aimed at South Asian and West Indian communities in the city who were fans of the game, and contracted Universal Productions, an ethnic marketing agency, to procure sponsorships. However, with only 10 weeks to go before the International Cricket All-Star T20 Match was scheduled to kick off on May 12, 2012 at the Rogers Centre, Toronto, only $60,000 had been raised; $750,000 was needed to break even. Management had four choices: give Universal Productions more time, offer it a financial incentive to step up performance, switch to another agency with a proven track record in this field or increase its own in-house sales force to focus on countertrade barter agreements. Each option required different skills, knowledge, experience and risk. Given the severe time constraint, any change must be implemented immediately. What should Kat Rose do?

Teaching Note: 8B14A033 (16 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: External sales agencies; performance management; organizational buying behaviour; knowledge versus skill; Canada
Difficulty: 4 - Undergraduate/MBA

Jitendra R. Sharma

Product Number: 9B11D011
Publication Date: 9/19/2011
Length: 5 pages

The case describes the situation faced by the vice president of A-CAT Corp. The company was a mid-sized manufacturer and distributor of domestic electrical appliances, largely catering to the price-sensitive rural population. The firm operated two medium-sized facilities in a remote district in Vidarbha, India. A-CAT manufactured a wide range of electrical appliances including TV signal boosters, transformers, FM radio kits, electronic ballasts, battery chargers, and voltage regulators. The focus was on its flagship product, the VR500 voltage regulator. The team planned to identify potential suppliers/vendors with their attendant strengths and weaknesses and to do so in a well-documented and structured manner. Analytical hierarchy process was a technique that could be used to meet this challenge.

Teaching Note: 8B11D011 (11 pages)
Industry: Manufacturing
Issues: Analytical Hierarchy Process (AHP); Cost-benefit Analysis; Decision Making; India
Difficulty: 4 - Undergraduate/MBA

P. Fraser Johnson

Product Number: 9B05D016
Publication Date: 1/5/2007
Length: 12 pages

Six Sigma has become a popular management philosophy adopted by several large companies including Maple Leaf Foods as a means of reducing waste systematically. The plant manager at the Rivermede plant is preparing for a meeting with the senior manager to discuss the new initiative Six Sigma @ the Edge. Based on the success of Six Sigma at this plant, it was chosen as a pilot for this new initiative. Students will develop a deeper understanding of Six Sigma and the challenges associated with embedding it in the organization.

Teaching Note: 8B05D16 (4 pages)
Industry: Manufacturing
Issues: Continuous Improvement; Job Enrichment; Work-Force Management; Quality
Difficulty: 4 - Undergraduate/MBA

Claude P. Lanfranconi, Peter Yuan

Product Number: 9A99B033
Publication Date: 4/4/2000
Revision Date: 1/14/2010
Length: 7 pages

A 23-year-old sales executive for a multinational office furniture and supply company was thinking of leaving the company over a dispute regarding her compensation. A friend had suggested setting up her own business: a recruiting agency. The sales executive had known some human resources managers and office managers throughout the years, however, she also realized that it was a very competitive business and she had no experience. She did some cost analysis and had to decide whether it was worth doing. This case could be used as an introduction to management accounting or entrepreneurial finance.

Teaching Note: 8A99B33 (10 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: China; Cost Accounting; Entrepreneurial Finance; Management Accounting
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
Evaluating the Performance of Salespeople

Asmita Chitnis, Omkarprasad S. Vaidya, Darroch A. Robertson

Product Number: 9B14D004
Publication Date: 6/6/2014
Revision Date: 6/6/2014
Length: 7 pages

In January 2013, the general manager of the Planning Division of the Bank of Maharashtra in Pune, India, is considering how best to analyze the performance of the bank’s 1,728 branches in 28 states and two union territories and its staff of nearly 14,000 people. Such a process would help develop a comprehensive yearly plan by setting realistic targets for each of the bank branches, which have a wide variety of operating conditions. With its market share falling and increasing competition from major players in both the private and public sectors, the bank must take proactive steps to develop a strategy for expansion. The general manager meets a business school graduate who suggests using performance evaluation and benchmarking tools that will not only help evaluate performance in terms of an efficiency score but also indicate possible potential improvements. Should the general manager trust that the young analyst can pinpoint why some branches are not meeting their targets and suggest how their performance can be improved, or should he hire a more experienced consultant?

Teaching Note: 8B14D004 (15 pages)
Industry: Finance and Insurance
Issues: Performance evaluation; banks; data envelopment analysis; India
Difficulty: 5 - MBA/Postgraduate

Syed Salman Ahmad, Santosh Kumar, Sheetanshu Mishra

Product Number: 9B13C010
Publication Date: 5/7/2013
Revision Date: 5/6/2013
Length: 7 pages

This case revolves around the experiences of an MBA student at an Indian business school. The student is dynamic, capable and intent on high achievement, but his pursuit of recognition eventually hampers his and his team’s learning and performance. The case is based on an event that happens within a course on organizational behaviour where the student makes a major mistake in his analysis of a case due to his need to demonstrate his competence and validate himself. This hurts his and his team’s performance on an assigned task. After the event, the student and his team members reflect on the events that led to this mistake. They also take the Myers-Briggs Type Indicator (MBTI) and the Fundamental Interpersonal Relations Orientation - Behavior (FIRO-B) assessments to determine their personality preferences and interpersonal needs that might have influenced the team’s functioning.

Teaching Note: 8B13C010 (26 pages)
Industry: Educational Services
Issues: Personality motivation; perception decision-making; group dynamics leadership; learning performance; India
Difficulty: 4 - Undergraduate/MBA

June Cotte, Alan (Wenchu) Yang

Product Number: 9B02A028
Publication Date: 1/9/2003
Revision Date: 10/29/2009
Length: 15 pages

AWARD WINNING CASE - This case was one of the winning cases in the 2002 Regional Asia-Pacific Case Writing Competition. Worldwide Equipment Ltd. is one of the world's largest manufacturers of heating, ventilating and air conditioning equipment. The Beijing regional sales manager has just heard that the sales performance of his office ranked the lowest among the sales offices in China. The sales Beijing force will not receive their year-end bonus unless the situation can be turned around quickly. He must determine whether the sales management process or a recent new hire on the sales force, whose hiring was strongly suggested by the manager's boss, are to blame for the poor sales performance and how to keep the situation from recurring.

Teaching Note: 8B02A28 (7 pages)
Industry: Manufacturing
Issues: China; Organizational Behaviour; Sales Management; Sales Organization; Performance Evaluation
Difficulty: 4 - Undergraduate/MBA