Tổng hợp giải casestudy sale management trong giáo trình

Tổng hợp giải các casestudy sale management trong giáo trình

CASE 4

Zenith Computer Terminal, Inc (D)

SETTING QUOTAS FACING DECREASING SALES

Alice Tanner was so excited about her new job She was recently

transferred from Dallas to New Jersey to take over as performance

records by increasing sales more than 435 percent during her three years with Zenith Juan Mendez, Zenith’s president, refers to Alice as “a born salesperson She’s someone people believe in and listen to Alicee has a great natural communications ability She’s dedicated, often working 60

to 70 hours a week – week after week

That is why Alice was promoted, “Jeff Sager, western regional sals manager says “She’s going to have to have more than sales ability to turn around the performance of her region We all are!”

Last year the region was $750.000 short of its sales goal of $3 million This year the region’s goal was set by Juan at $4 million That is an increase of $1.150.000 over last year’s sales of $2.850.000 Sales are down, and Alice has to turn things around Her first step is to set new ob-jectives and quotas for her region

Questions

1 Determine the types of quotas Allice should set,

2 Re-create Exhibits 1, 2 and 3 assuming that Alice’s six

sales-people’s efforts for the year resulted in the information in the following table Assume the costs of goods sold re-mained at 80 percent of is anything wrong with this method?

3 Each salesperson’s sales percentage of the region’s $2.850.000 sales is shown in Exhibit 2 Set a sales for each person by multiplying the $4 million sales quota by that percentage Calabrese’s new quota would be $600.000 (15% x $4.000.000) Calabrese’s territory did 15%

of the $2.850.000 in sales shown in Exhibit 2 ($427.500/ $2.850.000) Create the sales quotas needed to reach your sales goals of $4 million Recalculate Exhibits 1,2 and 3 using your forecasted sales

4 This is one way to calculate the new quotas What other way(s) could be used? Why?

5 Can Alice be expected to increase sales to $4 million with out increasing other data shown in Exhibits 1,2 and 3? Why or Why not?

6 What can Alice do to help her sales people reach their sales

quotas?

LỜI DỊCH

Gần đây Alice Tanner đã chuyển từ Dallas đến New Jersey để đảm

nhiệm vị trí quản lí kinh doanh khu vực phía đông, cô ấy rất hứng thú với công việc mới của mình Alice đã phá vỡ kỉ lục khi tăng doanh số lên hơn 435% trong suốt 3 năm với Zenith Juan Mendez, chủ tịch của Zenith, cho rằng "Alice là một người được sinh ra để bán hàng Cô ấy là người mà mọi người đều tin tưởng và lắng nghe Alice có khả năng giao tiếp tự nhiên tuyệt vời Ngoài ra, cô ấy còn là một người tận tâm với công việc, thường làm 60-70 tiếng một tuần và cứ như vậy từ tuần này sang tuần khác"

"Đó là lí do vì sao Alice được thăng chức" theo Jeff Sager, quản lí kinh doanh khu vực phía tây Jeff Sager còn cho rằng "cô ấy sẽ còn thể hiện tốt hơn để thay đổi doanh số của khu vực phía đông"

Alice đồng tình với ý kiến của Jeff Trong mail của Alice hôm nay là kếtquả kinh doanh của khu vực phía đông năm ngoái (exhibit 1,2,3) Khi xem qua những thông tin trong mail, Alice thắc mắc việc đầu tiên cần phải làm là gì

Năm ngoái khu vực đề ra chi tieu doanh thu là 3 triệu dola ,nhưng sự chênh lệch vềdoanh thu thực sự và mức chỉ tiêu đề ra Là 750000

dola.Năm nay mục tiêu của khuvực được đề ra bởi chu tich cua zenith la

4 trieu dola Chi tieu nay tang 1150000 dola so voi nam ngoai la

2850000 dola Gia bán hàng đang bị tụt dốc, Alice cần phải xoay chuyểntình thế Bước đầu tiên của cô ấy cần phải là đề ra mục tiêu và chỉ tiêu

CÂU HỎI

1 Xác định loại chỉ tiêu mà Alice cần đề ra

2 Kết quả sự cố gắng của 6 nhân viên kinh doanh dưới quyền của Alice trong năm nay duoc tom tat trong bảng dưới đây Với mức chi phí hàng bán là 80% doanh thu, tạo lại exhibit 1,2,3

3 Phần trăm doanh số của mỗi nhân viên trên tổng $2,850,000 doanh số của vùng được thể hiện ở exhibit 2 Lập chỉ tiêu doanh số cho mỗi nhân viên bằng cách nhân $4,000,000 chỉ tiêu với phần trăm doanh số của từng người Chỉ tiêu mới của Calabrese là $600,000 (15% x $4,000,000).Khu vực của Calabrese chiếm 15% của $2,850,000 doanh số được thể

hiện ở exhibit 2 ($427,500 / $2,850,000) Đưa ra chỉ tiêu kinh doanh cầnthiết để đạt được mục tiêu doanh số $4,000,000 Sử dụng dự báo kinh doanh tính lại exhibits 1,2,3

4 Đây là một cách để tính chỉ tiêu mới Có gì sai với phương pháp này không? Còn cách nào có thể sử dụng không?

5 Alice có thể tăng doanh số lên $4,000,000 mà không cần tăng bất cứ

dữ liệu nào khác được trình bày ở exhibit 1,2,3 không? Tại sao có và tại sao không?

6 Alice có thể làm gì để giúp đỡ nhân viên của cô ấy đạt chỉ tiêu doanh số?

1 Determine the types of quotas Alice should set

- Sales Volume quotas

- Expense quotas

- Activity quotas

- Quotas combinations

2 Re-create exhibits 1,2 and 3 assuming that Alice’s six

sales-people’s efforts for the year resulted in the information in the

following table Assume the costs of goods sold remained at 80

a equal 80percent of sales

b (44000/550000)*100= 8%

EXHIBIT 2: EASTEARN REGION'S YEARLY SALES VOLUME

PERSO

N

SALES

% OF REGIO N

SALE

S QUOT A

ACTU

AL SALES

DOLLAS DIFFEREN

CE PERFORMAN CE INDEX Calabbre

Number of

Call raito

Atual sales

Averag

e order size C

Williams 1100 575 52,27 450000 782,61

3 Each salesperson’s sales percentage of the region’s $2,850,000 sales is shown in exhibit 2 Set a sales quota for that percentage

Calarese’s new quota would be $600,000 (15% x $4,000,000)

Calabrese’s territory did 15% of the $2,850,000 in sales shown in exhibit 2 ($427,500/%2,850,000) Create the sales quotas needed to reach your sales goals of $4,000,000 Recalculate exhibits 1,2 and 3 using your forescasted sales.

EXHIBIT 1 EASTERN REGION'S SALES AND PROFIT FOR THE YEAR

PERSON CALABRE SE GONZAL EZ WON G RAO STAR K WILLIA MS

S QUO TA

ACTU

AL SALES

DOLLAR DIFFERE NCE PERFORMA NCE INDEX CALABR

NUMB

ER OF ORDE

ORDER/

CALL RATIO

ACTU

AL SALES

AVERA

GE ORDER

RS SIZE CALABRE

Anything is wrong with this method and there are numerous ways to calculate the new quotas such as

- Quotas based on forecasts and potentials

- Quotas based on forecasts only

- Quotas based on past experience

- Quotas based on executive judgment - Quotas salespeople set

- Quotas related to compensation To give the new quotas we need to consider many factors (expenses, profit, sales volume, compension,…)

So giving the best quotas we need to know how to connect thosefactors

5 Can Alice be expected to increase sales to $4 million with out increasing other data shown in Exhibits 1, 2 and 3? Why or Why not?

Alice can’t increase sales to $4 million with out increasing other data shown in Exhibits 1, 2 and 3 Becauese expenses always go up with sales And the sales person will have to

increase the size of orders and their order- call ratio

6 What can Alice do to help her sales people reach their sales quotas?

The things Alice can do to help her salespeople reach their salesquotas:

a Shcedule conferences with each salesperson

b Prepare a written summary of goals agreed upon

c Optional group meetings to share objective

d The basic managing method is a two-way approach

CASE STUDY SALES MANAGEMENT

CASE 8: UNITED COSMETICS, INC.

Creating a Staffing Program

SUMMARIZE

 Missing Sale Position

 The amount of Money spent on New employee lead to Waste

 Spending too much time on Training ‘Newbies’, there were No Time left for DMs (District Managers) to do their Jobs

 Do Not have a Centralized Training Program

 3 Weeks until the Meeting of the regional sales managers

 Some salespeople not being properly prepared to operate their sales territory

 DMs don’t know how to properly screen and interview people

 Một số nhân viên bán hàng không được trang bị đủ kỹ năng

 DMs không biết cách chọn lựa và phỏng vấn đúng người

 Cuộc họp với giám đốc bán hàng trong vòng 3 tuần

Al Kantak's goal is to develop a 5-year plan with goals for each year

At the end of the 5 years, Al wants to have accomplished everything Sparky asked of him First, Al evaluated the entire situation and then developed and implemented a coordinated program consisting of:

A Recruitment on college campuses with a great deal of raw talent

Recruiting nationally means selecting only 25 schools to concentrate

on visiting each year The schools were selected based on their size,the presence of personal selling and sales management emphasis in the marketing curriculum, and traditional success of the graduates at UCI Geographical considerations were also used so people could work in the part of the country where they were hired At these schools, key faculty were found and a friendship developed so that faculty would recommend students Such recommendations reduce campus recruitment time and increase the quality of people

interviewed

B Establish specific sales personnel selection criteria to be used

uniformly by all managers in hiring people

C Train all managers in interviewing so everyone is using the same

methods

D Develop recruiting tools consisting of:

4 A recruiting video A permanent copy goes to a school's

placement center library Also, copies are sent to faculty who want to show it in their classes The video would also be used at presentations to student groups and at career fairs

E Develop a summer internship program.

F Develop a co-op program in which a person would work in the fall

I Have sales personnel make presentations to classes and student

organizations This is great PR!

J Participate in career fairs

Detailed Plan

How big the budget that we need?

According to Sparky’s list ‘To be done’ - Begin decrease the cost per

hire The budget are not be greater than 340,000 dollars

(55*5000/80.88%)

The total budget we need: 240,387$ - 288,687$

The overall proccess

OFFICIAL SALES EMPLOYEES

“Spring of Recruitment”

Summer internship program

Publish the Application- receiver-Boxes and Recruiting tools

Start Announcing the Recruitment

to Campuses

Characteristic and knowledge test

Evaluation criterion

DMs ’s Training Course

Establish a Recruiters

Establish specific Forcast

Recruitment

How many people do I need to recruit?

To hire 68 new employee, we need to generate a list of 4080 names It takes 112 days to recruit and make a selection

Who does the recruiting?

Two of Sparky requirements: Establish a uniform recruitment program

68 102 1020 4080

Repost to Work Offer/Hires Interview/Offer Leads/Interview

2:2 3:2 10:1 4:1

7 30 30 45

and eliminate our dependence on employment agencies.

So That:

 Establish specific criteria for sales personnel

 Establish a Recruiters Team from DMs who willing and capable

of (11-man team) Cost Increase about 1750$ per DM per

month, total: 72,187$

 Buy ours volunteer and selected DMs a Training Course which cost about 4 weeks and 5000*11 = 55 ,000 $ (Ours DMs get almost no training in screening and interviewing people)

Where do I find recruits?

There are 81 Colleges and Universities throughout the country To makesure all hidden talents are found, we will apply the method to all

available campus

We will put Application-receiver-Box in every Campus Cost about 14,985$ (81*45*10+81*50 = 14,985)

Dependent on school size, the presence of personal selling and sales

management emphasis in the marketing curriculum, we will consider host

a number of seminars which are all about the “Realistic job preview” that give the students the pertinent information about the Sales job without distortion or exaggeration Cost 500 – 700 $ per seminar, total cost is about 60,000 – 84,000 $ (for ab 120 seminars)

Develop recruiting tools (Posters, brochure, video, etc.) Cost about 200 –

500 per school, total cost is about 16,200 – 40,500 $

Develop a summer internship program Cost 10,000 $ for all the process per season

Develop a “Spring of Recruitment” – Chose the good or all-stars

individual and turn into official sales employees Cost 10,000 $ for all the process per season

How can I develop a qualified pool of applicants?

To qualified, Students have to send the resumé attached with the our

characteristic and knowledge test

Characteristic and knowledge test need to point out:

 -High energy level

 -Intelligent

 -Communications skills

 -Hardworking

 -Perceptive

Characteristic and knowledge cost about 2000 $ to make

How can recruiting programs be evaluated?

Evaluation criterion by:

 Job performance

 Turnover

 Compliance

BÀI THUYẾT TRÌNH NHÓM 1+2

CASE 9

FARM MACHINERY FOR AMERICA

The Selection of a Salesperson

có 1 lá thư dang chờ đợi phản hồi , đã có thêm 1 người rời FMA ở vị trí bán hàng

Garvin , quản lý bán hàng khu vực cho khu vực phía Nam cua FMA , nhận được lời từ chức của nhiều nhân viên bán hang năm nay 1

Sụ thay dổi trong kế hoạch bồi thường và đôi thủ cạnh tranh nước

ngoài Đó là hao hụt trong doanh số bán hàng đã ảnh hưởng các bộ phận khác , Garvin suy nghĩ rằng nhân viên bán hàng đang bỏ đi bởi vì chương trình tuyển mộ của công ty đang thuê nhằm người để bán thiết bịnông nghiệp Bất cứ lý do nào , 1 người bán hag mới cho trung tâm Texas , khu vực bán hàng cần được lựa chọn ngay lập tức để tối thiểu lỗ

vì thế Garbin nhờ thư ký thông báo đến các cá nhân từng bộ phận FMA gửi 1 danh sách đơn tuyển mộ của các vi trí

Bối cảnh Công Ty

FMA nằm ở Trung Tây là 1 trong những nơi sản xuất chính của thiết bị nông nghiệp ở Mỹ , xu hướng hiện đại hóa theo hướng cơ giới hóa nông nghiêp cho kết quả ở phần lớn sản phẩm , thiết bị nông nghiệp đắt được sử dụng hiểu quả cho các mùa vụ Kết quả là , các dòng máy kéo nông nghiệp , máy thu hoạch vụ mùa giống như là ngũ cốc kết hợp

với người đánh bông, Các thiết bị sản xuất cây trồng như máy cày, máy bừa, máy xới và máy kéo dùng cho thương mại, nhà ở và giải trí đã đượclàm bởi FMA.

FMA phân phối thiết bị và các bộ phận dịch vụ thông qua 9 khu vực bán hàng nông trại tại Hoa Kỳ với mạng lưới 3680 đại lý bán lẻ độc lập ngoại trừ 20 cửa hàng bán lẻ do chi nhánh bán hàng của FMA sở hữu

và điều hành Khu vực bán hàng của Garvin bao gồm tất cả các tiểu bang Texas, Losisiana, Akansas và Oklahoma Mỗi khu vực bán hàng được chia thành địa hạt bán hàng, nơi mà nhân viên bán hàng được chỉ định Địa hạt bán hàng trung tâm Texas còn trống và lựa chọn một nhân viên bán hàng mới sẽ tiến hành thông qua thủ tục tuyển dụng thông thường của công ty

Phương pháp tuyển dụng FMA

FMA nhận định ra 4 bước trong tuyển mộ và lựa chọn 1 lực lượng bán hàng như sau:

1 Xác định nhu cầu của nhân viên bán hàng

3 Định vị và tuyển mộ đội ngũ bán hàng tương lai

4 Chọn khách hàng tiềm năng với khả năng thành công cao nhất.FMA Job analysis cho nhân viên bán hàng đã được hoàn thành vài năm trước bởi các yêu cầu của đội ngũ bán hàng trong specific job role

hoặc trong các hoạt động mà các nhân viên bán hàng tiềm năng phải thành công Cái kết quả đó trong bản miêu tả công việc chính thức nói lên bản chất, yêu cầu và trách nhiệm (ví dụ như khối lượng doanh thu mong muốn, dòng sản phẩm bán ra, khách hàng) của công việc(see exhibit 1).

FMA's đặc điểm kĩ thuật công việc, được phát triển bởi bảng miêu

tả công việc, liệt kê ra các đặc trưng của con người (ví dụ như kĩ năng, kiến thức, khả năng, thuộc tính) tổ chức xem là cần thiết cho sự thành công của 1 nhân viên bán hàng tiềm năng:

1 năng lượng, nóng nảy, và thân thiện

các trang báo địa phương, các chương trình FMA trình bày ở cacs

trường đại học và cao đẳng, và truyền miệng 1 danh sách các nguồn với hầu hết csac tiềm năng cho nhân viên năng suất tốt dựa theo:

1 nhân viên bán hàng từ các hãng cạnh tranh

Garvin nhận thông tin( nhìn bảng 2 đến 4) trên 3 ứng viên trong 29đến văn phòng điều hành các khách hàng tiềm năng Theo với dnah sách

đó, văn phòng nhân viên bán hàng gửi 1 cuốn sách nhỏ từ EEOC trên các hưỡng dẫn cũng như các mẹo phỏng vấn Khi Garvin không có thời gian đọc hết chúng nên ông ghi chú lại các cái nổi bật và quyết định sẽ thử nó tỏng lần phỏng vấn tới

Các tờ rơi gợi ý rằng phỏng vấn viết ra các câu hỏi là anh ấy hoặc

cô ấy muốn yêu cầu ứng cử viên sau đó sau đó đánh thứ tự cái mà nên yêu cầu Cách này các nhà phỏng vấn sẽ chắc muốn yêu cầu những cái quan trọng trước

Part 2: Summary

Company background

FMA ( Farm Machinery for America) was one of the major

producers of agricultural equipment in the United States FMA

distributed equipment and service parts through nine farm implement sales region in the continental United States to a network of 3680 retail dealers

The problem of FMA

Salespeople were quitting because the company’s recruiting

program was hiring the wrong people to sell farm equipment

Mr.Garvin (regional sales manager for the southern region of FMA) must select a new salesperson for the central Texas sales territory

immediately to minimize lost sales

FMA recruiting procedures

FMA identified four important steps in recruiting and selecting a sales force:

1 Determine sales personnel needs

a Job Analysis

b Job Description

c Job Specification

2 Identify sources from which good salespeople might be obtained

3 Locate and recruit prospective salespeople

4 Select prospects with highest probability of success

FMA job analysis for salespeople was done several years ago by questioning sales personel on the specific job roles or activities that a potential salesperson should have to succeed

FMA’s job specification, developed from the FMA job description, listed the personal characteristics necessary for success in sales

potential:

1 Energetic, forward, and friendly.

1 Review the questions Garvin plans to ask each person (found in

Exhibits 5,6, and 7) Which would you choose to ask? In what order? Why?

2 Who would you hire? Why?

Part 3: explain

This case presents the sales management problem of selecting a

salesperson from a number of qualified applicants The sales manager, Randy Garvin, has been given a pre-screened list of people to interview for an open position in his territory He can assume that these people are among the most qualified, according to the personnel area, of the people that have applied for the job What questions to ask each prospective employee and which person then to hire are the major concerns for Mr Garvin

Farm Machinery for America changes sales compensation plan and the foreign competition Gravin think that company’s recruiting program was hiring wrong people to sell their product Farm Machinery for

America needs new salesperson for the central Texas sales territory

Advantages : According to her resume, I think that she has good relationship and coordinated with the buyers when she worked in department manager and buyer position Also she has responsibility for people who works with her and merchandise activities She

already trained by Farm Machinery for America which was her

father’s dealership I assume that she has great skill in customer care and has good management working force She was promoted four times She graduated with honors that mean she is intelligent She is attractive such as appearance can appeal to customer she might have good conversation skill as well Sometimes women deal with men as well So she might good salesperson with retailer men It may also disadvantage

Disadvantages : She works with clothing lines for longtime She should not able to free for traveling because her strength might more decline than usual man Most of the retailer shop owners are men so she needs to deal with men It is causing problem I already discuss above in advantage parts Farm Machinery for America sells farm equipment but she used to sell dress shirts It is hardware so she

maybe has low interest in farm equipments Also it might more

hardworking than she used do She might not likable I think

Ms Long is young and attractive She would get the attention of dealers, but it is questionable whether they would feel comfortable or confident in buying products from her She has never had a sales

position, but she would probably be quite good with some training She does have inside knowledge of FMA products and how a FMA dealership works, although that knowledge may be dated Her father would certainly be willing to give her advice and updated

information Having her father as a customer could cause some

conflict of interest Ms Long seems to enjoy the fashion retail

industry and may leave at the first good opportunity Overall, she is a very good find for almost any firm, but she would probably not be happy staying with farm implements and would leave after a few years

Mr Harrison

Advantages : He seems able to sell farm equipments better than othersbecause he used to work at farm equipment dealership When he was working in Courtesy Ford, he was selling automobiles and great

salesman in 2nd place for 1989 – 1990 From this knowledge, he might have great communication

Mr Harrison is the only applicant who has a sales background He has even sold farm equipment previously His knowledge of central Texas would be an asset He seems to lack motivation and direction, though While a varied background is not necessarily bad in a

salesperson, Mr Harrison seems to change jobs searching for more money constantly There is no guarantee that he would not do the

same if he is hired at FMA While Mr Harrison's knowledge of farm equipment and central Texas is a valuable asset, his lack of

commitment to a firm is enough to keep him from being hired

Mr Lennon

Mr Lennon has extensive product knowledge and dealer knowledge

He has twenty years with FMA and is a valuable asset to the firm While he has no sales background, his physical appearance and

similarity to his customers is important and will help While he is not

as young as the other applicants, he still has 15-20 years to work and will probably stay with FMA for those years Also, Mr Garvin might consider grooming him as a replacement for himself, since Mr

Lennon has managerial experience

Part 4: Answer

QUESTION 1:

Notes on Ms Long's Interview

Q 1 You seem to have had an excellent career going at Neiman

Marcus Is there any particular reason why you left them? Good

question to ask It is important to find out why someone is

contemplating a career change, especially when it seems that the career has been a successful one

Q 2 Do you know anything about the equipment we sell here at

FMA? Very appropriate question since Ms Long's resume is all based in the fashion industry Her application notes that her father has a FMA dealership, but it is still good to find out how much she really knows about FMA products

Q 3 You have never been in a straight sales position according to

your resume Do you think you would like an outside sales job? Since

Ms Long has never held a sales job, according to her resume and application, this would be an appropriate question to ask Mr

Garvin could have worded it better though, because it is too easy to answer with a simple "yes."

Q 4 Are you planning to have children in the near future? This is

an illegal question, unless it is also asked of all prospective male employees, also

Q 5 You majored in marketing in college What made you choose

that major? This kind of question is usually a good one It gives the interviewer a chance to see how the applicant thinks about and

plans for the future

Q 6 What did you like most about your jobs that you had at

Neiman Marcus? This is a fairly standard interview question As such, most people are prepared to answer it and the answer becomes

an important way to gauge what actually motivates that person

Q 7 What did you like least about your jobs at Neiman Marcus?

This question usually will be teamed with the previous question Again, the answer is important because most people will have spent time thinking about this question.

Q 8 What would you like to be doing ten years from now?

Looking at where your applicant would like to be in the future is good to try to find out

Q 9 Were you satisfied with your earning at Neiman Marcus? Not

a very insightful question Can be easily answered yes or no also

Q 10 You have an excellent academic record Did you enjoy your

college experience? A very weak question People who do well in school generally enjoy school Not much can be learned here

Q 11 Do you have any questions about the job that you would like

to ask me? This is an important question to ask any potential

candidate If they have no questions, they probably haven't thought much about the job and what it might entail

Q 12 What are your strengths that you feel you would be bringing

to our company and this job in particular? A standard type of interview question that allows the interviewee to talk about themselves