...Case: How to Motivate Fred Maiorino Introduction Fred Maiorino had been a successful sales manager for Schering-Plough Corporation for thirty-one years before Jim Reed was named general sales manager over the South Jersey sales district that included Fred’s sales territory. Afterwards, Reed implemented several changes to try to boost sales including a new performance appraisal system and a hands-on coaching style to motivate his sales staff. The problem arose with Reed’s inability to motivate Fred (Buller & Schuler, 2003). Major Issues The major issue is this case is Reed’s inability to motivate Fred, which inevitably led to the dismal of a long-time loyal employee. The major issues associated with this motivation problem include Reed’s unsuccessful leadership attempt, the de-motivating factors of the appraisal system, and the violation of the psychological contract. Reed’s Unsuccessful Leadership Attempt One major issue is Reed’s unsuccessful attempt at leading Fred. One could describes Reed’s leadership style as a directive leadership behavior of the path-goal theory that one typically uses with a new employee or a transactional leadership style that is used by many sales persons according to Dubinsky, Yammarino, Jolson, and Spanger (2001). “Sales managers generally employ transactional leadership behavior which can “induce adequate attitudinal and behavioral responses in employees, transformational leadership has found to engender even higher results”...
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...ILE 335 Engineering Ethics Alexandra Velichko 20121545 2013-2014 Business Ethics in the News LLOYDS BANKING GROUP: The Pitfalls of Performance-Based Pay Case Study Wednesday, Lloyds Banking Group was fined £28 million ($46 million) by the U.K. Financial Conduct Authority for “serious failings” in the bonus and pay structure for its sales staff. The incentive structure, which ranged from substantial pay increases (and cuts), cash bonuses, and even bottles of wine, resulted in widespread instances of sales representatives pushing products that customers did not necessarily want or need. The FCA said that the incentive structure was so extreme, at times increasing or cutting a sales representative’s pay by 50%, that sales staff were likely driven to sell ill-suited products to customers. The FCA also expressed concern over a conflict of interest, as sales managers, whose compensation was tied to the performance of the sales staff, were in charge of administering the incentive structure. When do performance-based pay structures result in improper practices? How could Lloyds adjust its incentive structure to alleviate these concerns? Case Study Solution Lloyds Banking Group is in such status of capacity that enabled them to cripple to their customers by pushing products that customers did not necessarily want or need. This is an example of unethical or socially irresponsible behavior. There is a sort of negative impact within the firm, when unethical environment may...
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...Appendix: Development of a Sales Commission Plan A series of steps are required to establish the foundation on which a sales commission plan can be built. These steps are as follows : A. Determine Specific Sales Objectives of Position to Be included in Plan For a sales commission plan to succeed, it must be designed to encourage the attainment of the business objectives of the component division. Before deciding on the specific measures of performances to be used in the plan, the component should review and define its major objectives. Typical objectives might be : * Increase sales volume * Do an effective balanced selling job in a variety of product lines * Improve market share * Reduce selling expense to sales ratios * Develop new accounts or territories * Introduce new products. Although it is probably neither desirable nor necessary to include all such objectives as specific measures of performance in the plan. They should be kept in mind at least to the extent that the performance measures chosen for the plan are compatible with an do not work against the overall accomplishment of the component’s business objectives. B. J Also, the relative current importance or ranking of these objectives will provide guidance in selecting the number and type of performance measures to be included in the plan. A plan that is difficult to understand will lose a great deal of its motivation force, as well as be costly to administer properly. For those...
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...Job Analysis | | | Job analysis performed with designed workforce planning and selection of key team members to the Sales department. | | Desiree Cooper | 10/11/2010 | | Job Analysis October 11, 2010 After reviewing the company’s new strategic plans for the direction of success a complete job analysis has been done for the Sales department. As part of our continuing efforts to be the most dynamic sales force in the industry we have collected data based on job performance and observation to determine what we need to do going forward in our process. Job performance and observations were the main data sources for this particular portion of the analysis. To better understand what needed to be done I underwent a job performance study to determine what it is that our sales department daily tasks are and how it is evaluated. Part of this study included performing the job hands on and getting a feel of the overall sales process. This includes generating leads or new business, consultations, and securing or closing the transaction while building long lasting relationships and gaining possible referrals. This is no easy tasks and I can see where our team and new hires will need development training and maybe quarterly performance evaluations. These will be key to our sales team progress and success as well as beneficial to the company’s overall objective and service initiatives. Training and development are key to the ongoing efforts of this process. While...
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...Department of Defense, and beverage makers and bottlers. Executive Summary Riordan has three plants based in Albany, Georgia, Pontiac, Michigan, a joint venture in Hangzhou, China, and a corporate headquarters in San Jose, California. Because each location has its own separate finance and accounting system, Team C finds that it will be feasible and cost-effective to find ways to combine the systems with a seamless compatibility by addressing the accounting department first. The other three areas of Riordan that are integral in sustainability and growth of the company are in need of attention as well. The departments that Team C proposes to improve with the implementation of sufficient systems or subsystems are Human Resources, Legal, and Sales and Marketing. The HR department has information that is either not being stored properly, stored in unknown databases, housed in file cabinets or cannot be located. A newly proposed system will tie all information together in all locations and provide a secure central repository. The legal department is governed by...
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...An Atlanta based Fortune 500 Company has recently hired you as a Human Resource Manager. You are in charge of hiring new sales consultants for the fiber optics division of this organization. Due to the competitive marketplace, sales and revenues are at an all-time low. During your interview, you stated that you could serve as a valuable asset to this company. You noted your long-standing history of selecting the best candidates for sales positions and stated that you could bring the sales division back to its place as the leading resource of your organization. You want to perform well at this job because you have been unemployed for 12 months and need to pay off your consolidated debt in order to avoid bankruptcy. Your Role Your job is to hire a sales manager to sell your latest fiber optics to leading wireless manufacturers of five key companies. This job requires that the sales representative be articulate, sophisticated, and knowledgeable about fiber optics. The job requires travel Monday through Friday in order for the sales representative to work with those in the prospective company. This job also includes spending leisure time after 5:00 P.M. with prospective clients. Your Assignment Required: Read the case summary and accompanying character descriptions, then answer the following question: •Who would you hire for this position and why? Please state and explain your decision in a one-page summary. Make sure to include a title page. In your summary...
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...company, Wu had signed the region’s largest client and promoted AccountBack’s products and services among the Chinese business community in Plano. Despite these achievements, Wu’s review ended uncomfortably. Though they’d worked together for a year, Peterson struggled to bridge the distance between Wu and herself. Over lunch, Peterson praised Wu’s efforts to broaden his professional skill set by attending weekend sales seminars and networking with colleagues to better understand the business. These efforts, she noted, surely contributed to his success in retaining his large, but only, client. Peterson then reminded Wu of her concerns. “Fred, I’d like to remind you that your primary focus should be on new business. It seems as if you are spending too much time managing your one client, and that’s not your job.” Peterson continued, “As I’ve mentioned before, I’d like to be kept abreast of your development efforts, so I know when and if you need help from me, or someone else in the company. I expect you to summarize your efforts every few days on our online sales tool, like everyone else on the team. If you spent more time in the office, I’d have a better sense of your business. Plus, I’m confident you’d glean some helpful selling techniques from your colleagues.” Finally, Peterson questioned the value of the expensive add-on services Wu had sold to his client so early in the relationship. Wu assured...
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...opportunity. Summary of the position are to include and limited to managing sales of the company’s products and services in the general area. You have to ensure consistent, profitable growth in sales revenues through positive planning, deployment and management of sales personnel. You have to possess and identify objectives, strategies and action plans to improve short- and long-term sales and earnings. The following are the duties you will have to perform to the best to your ability. Sales Manager Job Duties: * •Determine annual unit and gross-profit plans by implement marketing strategies; analyzing trends and results. * •Establish sales objectives by forecasting and developing annual sales quotas for regions and territories; projecting expected sales volume and profit for existing and new products. * •Implement national sales programs by developing field sales action plans. * •Maintain sales volume, product mix, and selling price by keeping current with supply and demand, changing trends, economic indicators, and competitors. * •Establish and adjust selling prices by monitoring costs, competition, and supply and demand. * •Complete national sales operational requirements by scheduling and assigning employees; following up on work results. * •Maintain national sales staff by recruiting, selecting, orienting, and training e employees. * •Maintain national sales staff job results by counseling and disciplining employees; planning...
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...of the California Alcoholic Beverage Control and in danger of being out of business for 45 days. In order to come to a solution for Mr. Patton, we must first discuss the specifics of the fraud and what can be done in the future to prevent such an incident. Given the myriad definitions of fraud in accounting and legal literature, this act qualifies as such because it was intentional, mislead the company’s shareholders about a material fact, and caused financial damage to the company. The specific fraud schemes employed were an expense reimbursement scheme by submitting fictitious expenses, inventory larceny in the form of fictitious sales by claiming $100 more in sales than was collectible, and inventory misuse by misusing a neon display sign. Further, the three components of the fraud triangle were present. First, the system set up for sales and expense reporting created the opportunity for the fraud to be committed. Both George and Carter faced relaxed expense policies with no controls put in place to verify their claims. Second, the three could rationalize the act. Carter states in his letter to Vince Patton that he felt he was trying to achieve the “scenarios” that Vince and Elizabeth envisioned, therefore carrying out the company’s wishes. While George’s views are not known, one can imagine he felt...
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...Human Resource Management Final Project HR Manuel-HBM Pharmaceuticals Lahore Submitted To: Mr. Haroon Shabbir Submitted By: Muhammad Kashif 063832-045 Submission Date: 25-8-07 University of management and technology table of Contents: 1. Company overview 5 2. Job Analysis: 7 2.1. Job Description of SPO: 7 2.2. Proposed Job Description of SPO: 8 2.3. Job Description of Store keeper: 9 2.4. Job Description of Accountants Manager: 10 2.5. Proposed Job Description of Accounts Manager: 11 2.6. Job Description of Director Sales & Finance: 12 2.7. Job Description of CEO 13 3. Recruitment and Selection Policy: 16 3.1 Recruiting phase: 16 3.1.1. Employee referrals/recommendations: 16 3.1.2. External searches: 16 3.2. Selection phase: 17 3.2.1. Initial screening: 17 3.2.2. Completed application: 17 3.2.3. Employment test: 18 3.2.4. Comprehensive interview: 18 3.2.5. Unconditional Job offers: 18 4. Socialization and Orientation Plan: 18 4.1. Socialization Process: 19 4.2. New-employee Orientation Process: 19 4.2.1. The CEO’s Role in Orientation: 19 4.2.2 HRM’s Role in Orientation: 20 5. Training and Development Plan: 20 5.1. Employee Training: 20 5.1.1. New employees: 20 5.1.2. Existing employees: 20 5.2. Determining training needs: 21 5.2.1. SPO: 21 ...
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...Case Study Project / Presentation ARAPAHOE PHARMACEUTICAL COMPANY Some of the key issues result from John’s inability to comprehend the difference between sales representative and a sales manager. He was overly enthusiastic about his position and disregarded Phil Jackson’s tips on how to be successful as a sales manager. Sales managers must be multi-taskers who plan, organize and lead the functions of all customer contact and ensures that these methods of contact maximize the profit and sales goals of the company which hires them. A salesperson is responsible only for his/her own territory – a sales manager is responsible for the entire sales force and their productivity and revenue that they contribute to the company. Even with redundant reminders from other managers that salespeople and a sales manager are two very different positions, he failed to heed the wise advice from his colleagues and simply went into the work without a true plan. John’s disorganization within the past year had been his ultimate downfall. ISSUE 1: LARRY PALMER He started off spending far too much time recruiting a new sales representative for the territory that did not have one that he was only able to have a brief introduction to the existing sales representatives. He did not follow Phil’s first rule of advice: Give the sales reps time to get to know him and he them. This territory was a region that was open for almost a full month. John spent far too much time not only screening the...
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...Chicago, Newark, New Jersey Basically a mixing process where chemicals from a wide variety of suppliers are purchased and mixed by user-based formulas 3. Summary Sales are broken down into 7 separate sales districts Essentially a rookie applicant is promoted to north east district sales manager He is given certain tasks and objectives that have made the transition difficult. 4. Summary James Sprague the newly appointed district manager has less experience then most of the people that work for him. He is good with sales and profit and is given the task to improve both, while building strong relationships with his employees. 5. Summary Company has strong balance sheet and a favorable price earnings ratio on its stock for the OTC (over-the-counter market) Company processes wide variety of materials including industrial components, industrial fasteners, and a wide variety of other materials that need to be plated 6. Problem Under Experienced Employee promoted into hostile environment due to stipulations of employees who got turned down for position. James the newly appointed district manager approaches his employees in an unfavorable way. Very low wages for the sales representatives 35-45 thousand a year with very little bonus incentives District does not meet sales quota. James has a district that is third highest in sales but has the worst profit. 7. Alternative Solutions James needs to be able to mend his relationship with his employee’s in order to get their cooperation to get...
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...ANKIT FOGLA Mobile: 9831049274 E-Mail: ankitfogla@gmail.com [pic] Seeking positions in Sales, Marketing, Planning, Team Management, Budgeting, Key accounts management and Channel Management with an organization of repute Career Highlights Bharti Airtel Ltd. Since May’11 Key Account Manager – Corporate Sales Accountabilities ← Allocate functional areas to 12 sales managers based upon their skill level. ← Provide appropriate coaching to them to conduct focused research and ensure timely delivery of service and the achievement of the desired sales figures. ← Building strategy and tailoring bill plan constructs unique to the ever increasing communication demands of these corporates. ← Managing the accounts of over 145 corporates for service and penetration of telecom products and ensure incremental revenue earning from these relationships. Standard Chartered Bank Feb’10 – May’11 Relationship Manager – Premium Banking Accountabilities ← Supervising mapped branches for Priority Banking clients. ← Coordinating client meetings with various AMC’s (Asset Management Companies) in respect of their existing funds and potential NFOs (New Fund Offers). ← Managing the accounts of 110-120 clients for spending quality investment discussions with them by taking prior appointments. ← Attaining the direct revenue for the bank in tune of 36-38 lacs / p.a. out of fresh investments...
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...pieces of the new sales strategy work together? Ans. The implementation plan of Thompson and Miner was a mixed bag according to us. The positives of the plan were 1. The objectives were set right from moving from selling to new accounts to selling the full product line to new accounts 2. Targeting the inefficient and ineffective functions to revive them. Ex- Ineffectiveness of the “Relationship manager” was eliminated by separating it from wholesale function. This enabled a broader relationship with firms. 3. They were responsive to the new needs and challenges in the course of implementation. Example – Building of RAMS (Relationship Account Managers) to assist in life sales. 4. Focus on Talent development to reinforce the benefits of the new sales policy. 5. Bottom-up approach of finding problems and solutions. Ex- Interviewing LFD sales manager and wholesalers to calibrate current skill level 6. Implementation was done by consensus and not by forcing them from the top. Example- Formulation of single integrated script for wholesales by consensus among all the sales manager rather than forcing it 7. Reinforcing desired changes in mindset and behaviour by change in incentive plan. The negatives of the plan were- 1. The quantitative evaluation process does not give enough attention to differences in territory potential, workload, level of competition which may vary the results. 2. Sales managers should be concentrating on managing sales force and bringing...
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...Fred Maiorino had been a successful sales manager for Schering-Plough Corporation for thirty-one years before Jim Reed was named general sales manager over the South Jersey sales district that included Fred’s sales territory. Afterwards, Reed implemented several changes to try to boost sales including a new performance appraisal system and a hands-on coaching style to motivate his sales staff. The problem arose with Reed’s inability to motivate Fred (Buller & Schuler, 2003). In this case study, we will compare and contrast both the ineffectiveness of Jim Reed’s methods, as well as more favorable methods he could have used to influence a more positive outcome. The major issue is this case is Reed’s inability to motivate Fred, which inevitably led to the dismal of a long-time loyal employee. The major issues associated with this motivation problem include Reed’s unsuccessful leadership attempt, the de-motivating factors of the appraisal system, and the violation of the psychological contract. One major issue is Reed’s unsuccessful attempt at leading Fred. One could describes Reed’s leadership style as a directive leadership behavior of the path-goal theory that one typically uses with a new employee or a transactional leadership style that is used by many sales persons. Sales managers generally employ transactional leadership behavior which can “induce adequate attitudinal and behavioral responses in employees, transformational leadership has found to engender even...
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