Free Essay

James Town Company

In: Business and Management

Submitted By CELU
Words 477
Pages 2
Considero que no es conveniente el cambio de representantes a Fuerza de ventas propia por las siguientes razones:

• Katherine O’Brien no ha hecho bien los cálculos para su proyección pues ha considerado un 12% de comisión de ventas cuando en realidad es 9% y ha considerado que los representantes retenidos son el 5% de las ventas con un 12% de comisión, pero en realidad son el 6.6 % de las ventas con una comisión promedio de 15.7% ( anexo 1 ). Cambiando estos datos la proyección quedaría como sigue:

• Existe el riesgo de que se requiera mayor número de vendedores, la rotación sea mayor o que las ventas sean menores al 20% proyectado, con lo cual económicamente sería muy riesgoso el cambio :

• Si bien un con un equipo de ventas propio se podía ejercer un mayor control, existe el riesgo de que los vendedores no puedan vender con la misma eficacia que los mejores representantes. • Otro riesgo a considerar es que los vendedores más creativos pudieran pasar a convertirse en representantes a comisión. • También es importante tomar en cuenta la fidelidad de los clientes, habrá algunos que abandonarían a Jamestown por lealtad a los representantes, lo cual se traduciría en pérdida de ventas. • ¿Cómo afectaría este cambio a la imagen de la marca? Hay que preguntarse si la empresa está preparada para afrontar este cambio. Una fuerza de ventas propia funciona con una clientela estable, sin embargo la cartera de clientes con la que cuenta está muy atomizada y por ello esto se hace muy difícil. • Finalmente, Existe la duda de si los sistemas de la empresa podrían soportar este cambio. Podría tomar mucho tiempo adecuar éstos a las necesidades de una fuerza de ventas propia y los directivos no cuentan con el tiempo suficiente para dedicarle tiempo.

Lo que se puede interpretar de estos anexos y apéndices es lo siguiente:

• Se cuenta con muy buenos vendedores, pero también hay algunos que no lo son muy o que requieren mayor seguimiento y control. • Ganar la confianza de un cliente toma un tiempo aproximado de 6 meses a un año, por ello el cambio a FFVV directa puede ser riesgoso. • A muchos representantes no les interesa complicarse vendiendo a los grandes almacenes. • Las nuevas líneas de productos las ofrecen después de hacer los pedidos de sus mejores líneas cuando el cliente ya se encuentra cansado y desmotivado para escuchar. • Algunos representantes le dan un trato secundario a los productos de Jamestown. • Las visitas a los clientes son bastantes espaciadas. Algunos clientes no han visto un vendedor en mucho tiempo. • Se requiere que se ofrezca mayores incentivos con la finalidad de aumentar las visitas a clientes por parte de los representantes. • Crear un equipo de soporte para los representantes de grandes almacenes y prospección de ventas. • Comisiones por mix de productos para incentivar la venta de otras líneas.

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