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Read: Jive Software (Stanford case)
In your designated teams answer the following questions. Be ready to present and debate these questions in the next class.
1) Put yourself in Wilson's shoes when he was first hired. You have to formalize the sales functions. What are the core building blocks that you have to put in place?
2) Evaluate the strategy of using teams VS individual coverage quota models. What are the pros and cons of each approach? Suggest alternative quota/models.
3) How does the enterprise sales learning curve apply to this situation?
4) Jive Software has announced plans to bring on John McCracken as the new VP of sales in Q109. What steps should McCracken take to mitigate the problem in sales? 1. Put yourself in Wilson's shoes when he is first hired. You have to formalize Jive's sales functions. What are the core building blocks of the sales function you need to put in place?

We have to start with the facts that in general Jive sales level was not so bad (in 2004) and companies easily meet all goals and expectations annually. After all company moved from New York, the main reason is New York city itself is very expensive taking in consideration that on this moment Jive company was so called in starting-up line and was decided to move to the smaller city to Portland where the prices for all kind of appropriate necessary staff for company wasn’t expensive. Shortly after necessity of formalize Jive’s sales functions Jeremy Wilson was hired as a Vice-president of the company.
Right from the Wilson jump into the company as a VP he hired the company’s first dedicated inside sales representative. From that time as a beginning the company was looking ahead toward future quarters. Personally we need to note concerning Wilson background that he came to the company with a decade of the experience in sales leadership in start-up companies. And of

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