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Deck 16: Planning, Staffing, and Training Successful Salespeople
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How well do you understand people, observe their behavior, and address their personal and professional growth This self-test can help you see your skills. On a separate sheet of paper, write your score for each question. Write 4 if you strongly agree, 1 if you strongly disagree, or 2 or 3 if your feelings are somewhere in between.
What Are Your People Skills
1. I think that people often are unaware of their true motivation.
2. Psychological factors often play more of a role in job performance than the job's required skills.
3. I make a conscious effort to understand the basic needs of others.
4. I am able to empathize with other people, even when I don't share their viewpoints.
5. I consciously try to organize my thinking around others.
6. People often reveal themselves by small details of behavior.
7. I am usually aware of people's strengths and weaknesses.
8. Most people aren't easy to read.
9. I notice when someone gets a new haircut, eyeglasses, or clothes.
10. After a meeting, I can usually accurately report how others responded to the discussion.
11. People may present themselves in a certain way that doesn't show who they really are.
12. I try not to read my own attitudes into other people's behavior.
13. I often think about the implications of my past impressions of people on the job.
14. When dealing with others, I try to consider how different they may be from me.
15. I don't judge someone until I have enough information to form a sound judgment.
16. I often think about ways to foster other people's personal and professional growth.
17. I see people for their potential-not how they can be of use to me, but how they can fulfill their life goals.
18. You can't change someone else.
19. When making decisions about people, I deliberately consider a wide range of factors.
20. I consciously try to help people play to their strengths and address their weaknesses.
Total Score _____
What were your skills If your score was
75-80 -you're probably strong in solving people problems.
61-74 -you have potential strengths in this area.
40-60 -you have potential weaknesses in this area.
20-39 -you have weaknesses to work on in solving people problems.
Now relate what you've learned to your work experiences by setting goals and intermediate targets. Then adjust! 4
What Are Your People Skills
1. I think that people often are unaware of their true motivation.
2. Psychological factors often play more of a role in job performance than the job's required skills.
3. I make a conscious effort to understand the basic needs of others.
4. I am able to empathize with other people, even when I don't share their viewpoints.
5. I consciously try to organize my thinking around others.
6. People often reveal themselves by small details of behavior.
7. I am usually aware of people's strengths and weaknesses.
8. Most people aren't easy to read.
9. I notice when someone gets a new haircut, eyeglasses, or clothes.
10. After a meeting, I can usually accurately report how others responded to the discussion.
11. People may present themselves in a certain way that doesn't show who they really are.
12. I try not to read my own attitudes into other people's behavior.
13. I often think about the implications of my past impressions of people on the job.
14. When dealing with others, I try to consider how different they may be from me.
15. I don't judge someone until I have enough information to form a sound judgment.
16. I often think about ways to foster other people's personal and professional growth.
17. I see people for their potential-not how they can be of use to me, but how they can fulfill their life goals.
18. You can't change someone else.
19. When making decisions about people, I deliberately consider a wide range of factors.
20. I consciously try to help people play to their strengths and address their weaknesses.
Total Score _____
What were your skills If your score was
75-80 -you're probably strong in solving people problems.
61-74 -you have potential strengths in this area.
40-60 -you have potential weaknesses in this area.
20-39 -you have weaknesses to work on in solving people problems.
Now relate what you've learned to your work experiences by setting goals and intermediate targets. Then adjust! 4
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Deck 16: Planning, Staffing, and Training Successful Salespeople
1
In applying for a sales job, what are the important things an applicant must do
Applicants should be prepared. They should anticipate interview questions, prepare for them, and practice. It is 1 p.m. as I finish Chapter 16 and I wonder if anyone reads this material. Let me know if you have -- thanks!
2
In interviewing for a job, you have to sell yourself. Develop a job interview presentation in the same way that you would develop a product sales presentation. Use your résumé as a visual aid. How would you open and close the interview What are the main benefits of hiring you What objections might arise
Not Answer
3
How well do you understand people, observe their behavior, and address their personal and professional growth This self-test can help you see your skills. On a separate sheet of paper, write your score for each question. Write 4 if you strongly agree, 1 if you strongly disagree, or 2 or 3 if your feelings are somewhere in between.
What Are Your People Skills
1. I think that people often are unaware of their true motivation.
2. Psychological factors often play more of a role in job performance than the job's required skills.
3. I make a conscious effort to understand the basic needs of others.
4. I am able to empathize with other people, even when I don't share their viewpoints.
5. I consciously try to organize my thinking around others.
6. People often reveal themselves by small details of behavior.
7. I am usually aware of people's strengths and weaknesses.
8. Most people aren't easy to read.
9. I notice when someone gets a new haircut, eyeglasses, or clothes.
10. After a meeting, I can usually accurately report how others responded to the discussion.
11. People may present themselves in a certain way that doesn't show who they really are.
12. I try not to read my own attitudes into other people's behavior.
13. I often think about the implications of my past impressions of people on the job.
14. When dealing with others, I try to consider how different they may be from me.
15. I don't judge someone until I have enough information to form a sound judgment.
16. I often think about ways to foster other people's personal and professional growth.
17. I see people for their potential-not how they can be of use to me, but how they can fulfill their life goals.
18. You can't change someone else.
19. When making decisions about people, I deliberately consider a wide range of factors.
20. I consciously try to help people play to their strengths and address their weaknesses.
Total Score _____
What were your skills If your score was
75-80 -you're probably strong in solving people problems.
61-74 -you have potential strengths in this area.
40-60 -you have potential weaknesses in this area.
20-39 -you have weaknesses to work on in solving people problems.
Now relate what you've learned to your work experiences by setting goals and intermediate targets. Then adjust! 4
What Are Your People Skills
1. I think that people often are unaware of their true motivation.
2. Psychological factors often play more of a role in job performance than the job's required skills.
3. I make a conscious effort to understand the basic needs of others.
4. I am able to empathize with other people, even when I don't share their viewpoints.
5. I consciously try to organize my thinking around others.
6. People often reveal themselves by small details of behavior.
7. I am usually aware of people's strengths and weaknesses.
8. Most people aren't easy to read.
9. I notice when someone gets a new haircut, eyeglasses, or clothes.
10. After a meeting, I can usually accurately report how others responded to the discussion.
11. People may present themselves in a certain way that doesn't show who they really are.
12. I try not to read my own attitudes into other people's behavior.
13. I often think about the implications of my past impressions of people on the job.
14. When dealing with others, I try to consider how different they may be from me.
15. I don't judge someone until I have enough information to form a sound judgment.
16. I often think about ways to foster other people's personal and professional growth.
17. I see people for their potential-not how they can be of use to me, but how they can fulfill their life goals.
18. You can't change someone else.
19. When making decisions about people, I deliberately consider a wide range of factors.
20. I consciously try to help people play to their strengths and address their weaknesses.
Total Score _____
What were your skills If your score was
75-80 -you're probably strong in solving people problems.
61-74 -you have potential strengths in this area.
40-60 -you have potential weaknesses in this area.
20-39 -you have weaknesses to work on in solving people problems.
Now relate what you've learned to your work experiences by setting goals and intermediate targets. Then adjust! 4
Not Answer
4
As district sales manager, you have been assigned to work with a problem salesperson with the agreement that "if you can't turn him around in 60 days, then you must terminate him." The action will depend solely on your recommendation. However, he must improve-quickly!
For the past six months, customers have been calling into the distribution center complaining about this person. His smaller accounts never see him. His larger customers complain that he frequently fouls up the order, even at times forgetting to call or e-mail orders into the office.
Now his 60 days are up. Although you cannot honestly document any change, you know positive change has taken place, and you need more time.
However, each time you work with him, you wonder why he was ever hired. Even though your personality and his clash, customers seem to get along with him; some even like him. Tomorrow you are scheduled to give your recommendation to the regional sales manager.
What would be the most ethical action to take
Tell your regional sales manager your opinion (that you cannot document any significant change and that you don't know why he was ever hired). Let him make the decision. You don't want to have to terminate somebody on your own recommendation.
For the past six months, customers have been calling into the distribution center complaining about this person. His smaller accounts never see him. His larger customers complain that he frequently fouls up the order, even at times forgetting to call or e-mail orders into the office.
Now his 60 days are up. Although you cannot honestly document any change, you know positive change has taken place, and you need more time.
However, each time you work with him, you wonder why he was ever hired. Even though your personality and his clash, customers seem to get along with him; some even like him. Tomorrow you are scheduled to give your recommendation to the regional sales manager.
What would be the most ethical action to take
Tell your regional sales manager your opinion (that you cannot document any significant change and that you don't know why he was ever hired). Let him make the decision. You don't want to have to terminate somebody on your own recommendation.
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5
Contact one or more sales managers in your community and ask about the steps they use in their recruiting process.
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6
As district sales manager, you have been assigned to work with a problem salesperson with the agreement that "if you can't turn him around in 60 days, then you must terminate him." The action will depend solely on your recommendation. However, he must improve-quickly!
For the past six months, customers have been calling into the distribution center complaining about this person. His smaller accounts never see him. His larger customers complain that he frequently fouls up the order, even at times forgetting to call or e-mail orders into the office.
Now his 60 days are up. Although you cannot honestly document any change, you know positive change has taken place, and you need more time.
However, each time you work with him, you wonder why he was ever hired. Even though your personality and his clash, customers seem to get along with him; some even like him. Tomorrow you are scheduled to give your recommendation to the regional sales manager.
What would be the most ethical action to take
Tell your regional sales manager that you really do not see any improvement. You are sure that the company can find a better salesperson that you will get along with and you do not want your reputation connected in any way with his.
For the past six months, customers have been calling into the distribution center complaining about this person. His smaller accounts never see him. His larger customers complain that he frequently fouls up the order, even at times forgetting to call or e-mail orders into the office.
Now his 60 days are up. Although you cannot honestly document any change, you know positive change has taken place, and you need more time.
However, each time you work with him, you wonder why he was ever hired. Even though your personality and his clash, customers seem to get along with him; some even like him. Tomorrow you are scheduled to give your recommendation to the regional sales manager.
What would be the most ethical action to take
Tell your regional sales manager that you really do not see any improvement. You are sure that the company can find a better salesperson that you will get along with and you do not want your reputation connected in any way with his.
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7
Joy Gresham was still at her desk at 6 P.M. trying to tie up some loose ends with the hope that tomorrow might be a more productive day. Joy is the western regional sales director (a middle management position) in the Wilson Company. Wilson is a manufacturer of a well-known line of sporting goods. As she reads the mail she still has to answer and stacks the phone messages she still has to return, she wonders if being a middle manager is really her kind of job. Selling products, traveling, and meeting with clients seemed much more to her liking than the routine of her present job.
Today is a good example. Joy went to the office early so she could call Lewis Jackson, the eastern regional sales director, to confer on a joint sales forecast they are trying to prepare. Working with Lewis isn't the easiest of tasks. Compromise just isn't a word in Lewis's vocabulary. She also needs to call the production managers of two of the company's eastern plants to find out what is causing the delay in the receipt of the new product lines. Those production people don't seem to realize that a large inventory is needed to keep up sales. The new product lines were promised two weeks ago and still aren't here. The phone calls take longer than expected, but by midmorning Joy is finally able to settle into the major project she has planned for the day. After several days of perusing sales reports of the past several years, she concluded that total sales, as well as productivity of individual salespersons, can be improved if the region is redesigned and the territories of each salesperson are adjusted. This is a major project, and she must present it to her district sales managers at her monthly meeting tomorrow afternoon.
Joy is away from the office a little longer than expected because of lunch. When she returns she finds a half dozen phone messages, including an urgent call from the corporate vice president of personnel, Wayne McDaniel. She returns Wayne's call, and, much to her dismay, she finds she is going to have to allocate a good portion of tomorrow's sales meeting to presenting the company's new benefits program. Wayne assures her that all the materials she needs will arrive late this afternoon and stresses the need for its immediate dissemination and explanation. After trying unsuccessfully to return several of the other phone calls, she returns to the territory redesign project. She finishes that project just before the 3 P.M. appointment she has with a candidate for district sales manager. Joy spends more than an hour with the candidate and is impressed enough with him to immediately make some follow-up phone calls.
Joy looks at her watch and realizes she hasn't enough time to make all the calls she'd planned. The whole day seems to have gotten away from her. She still has the materials from Wayne to review, and she has to prepare the agenda for tomorrow's meeting. She just has to figure a way to motivate better performance from those sales managers. The redesign of the territory was only a partial solution. Joy wonders what else she can do. "Oh," she thinks to herself. "I better call and cancel my date for tonight. It has been over three weeks since I've had any life other than work, and it feels like the only time I ever leave this office is to eat lunch!"
Compare Joy's present job to what you think her previous job as a salesperson was. How are they similar How are they different
Today is a good example. Joy went to the office early so she could call Lewis Jackson, the eastern regional sales director, to confer on a joint sales forecast they are trying to prepare. Working with Lewis isn't the easiest of tasks. Compromise just isn't a word in Lewis's vocabulary. She also needs to call the production managers of two of the company's eastern plants to find out what is causing the delay in the receipt of the new product lines. Those production people don't seem to realize that a large inventory is needed to keep up sales. The new product lines were promised two weeks ago and still aren't here. The phone calls take longer than expected, but by midmorning Joy is finally able to settle into the major project she has planned for the day. After several days of perusing sales reports of the past several years, she concluded that total sales, as well as productivity of individual salespersons, can be improved if the region is redesigned and the territories of each salesperson are adjusted. This is a major project, and she must present it to her district sales managers at her monthly meeting tomorrow afternoon.
Joy is away from the office a little longer than expected because of lunch. When she returns she finds a half dozen phone messages, including an urgent call from the corporate vice president of personnel, Wayne McDaniel. She returns Wayne's call, and, much to her dismay, she finds she is going to have to allocate a good portion of tomorrow's sales meeting to presenting the company's new benefits program. Wayne assures her that all the materials she needs will arrive late this afternoon and stresses the need for its immediate dissemination and explanation. After trying unsuccessfully to return several of the other phone calls, she returns to the territory redesign project. She finishes that project just before the 3 P.M. appointment she has with a candidate for district sales manager. Joy spends more than an hour with the candidate and is impressed enough with him to immediately make some follow-up phone calls.
Joy looks at her watch and realizes she hasn't enough time to make all the calls she'd planned. The whole day seems to have gotten away from her. She still has the materials from Wayne to review, and she has to prepare the agenda for tomorrow's meeting. She just has to figure a way to motivate better performance from those sales managers. The redesign of the territory was only a partial solution. Joy wonders what else she can do. "Oh," she thinks to herself. "I better call and cancel my date for tonight. It has been over three weeks since I've had any life other than work, and it feels like the only time I ever leave this office is to eat lunch!"
Compare Joy's present job to what you think her previous job as a salesperson was. How are they similar How are they different
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8
Joy Gresham was still at her desk at 6 P.M. trying to tie up some loose ends with the hope that tomorrow might be a more productive day. Joy is the western regional sales director (a middle management position) in the Wilson Company. Wilson is a manufacturer of a well-known line of sporting goods. As she reads the mail she still has to answer and stacks the phone messages she still has to return, she wonders if being a middle manager is really her kind of job. Selling products, traveling, and meeting with clients seemed much more to her liking than the routine of her present job.
Today is a good example. Joy went to the office early so she could call Lewis Jackson, the eastern regional sales director, to confer on a joint sales forecast they are trying to prepare. Working with Lewis isn't the easiest of tasks. Compromise just isn't a word in Lewis's vocabulary. She also needs to call the production managers of two of the company's eastern plants to find out what is causing the delay in the receipt of the new product lines. Those production people don't seem to realize that a large inventory is needed to keep up sales. The new product lines were promised two weeks ago and still aren't here. The phone calls take longer than expected, but by midmorning Joy is finally able to settle into the major project she has planned for the day. After several days of perusing sales reports of the past several years, she concluded that total sales, as well as productivity of individual salespersons, can be improved if the region is redesigned and the territories of each salesperson are adjusted. This is a major project, and she must present it to her district sales managers at her monthly meeting tomorrow afternoon.
Joy is away from the office a little longer than expected because of lunch. When she returns she finds a half dozen phone messages, including an urgent call from the corporate vice president of personnel, Wayne McDaniel. She returns Wayne's call, and, much to her dismay, she finds she is going to have to allocate a good portion of tomorrow's sales meeting to presenting the company's new benefits program. Wayne assures her that all the materials she needs will arrive late this afternoon and stresses the need for its immediate dissemination and explanation. After trying unsuccessfully to return several of the other phone calls, she returns to the territory redesign project. She finishes that project just before the 3 P.M. appointment she has with a candidate for district sales manager. Joy spends more than an hour with the candidate and is impressed enough with him to immediately make some follow-up phone calls.
Joy looks at her watch and realizes she hasn't enough time to make all the calls she'd planned. The whole day seems to have gotten away from her. She still has the materials from Wayne to review, and she has to prepare the agenda for tomorrow's meeting. She just has to figure a way to motivate better performance from those sales managers. The redesign of the territory was only a partial solution. Joy wonders what else she can do. "Oh," she thinks to herself. "I better call and cancel my date for tonight. It has been over three weeks since I've had any life other than work, and it feels like the only time I ever leave this office is to eat lunch!"
What managerial skills are depicted in the case Which skill is the most important for Joy to possess Why
Today is a good example. Joy went to the office early so she could call Lewis Jackson, the eastern regional sales director, to confer on a joint sales forecast they are trying to prepare. Working with Lewis isn't the easiest of tasks. Compromise just isn't a word in Lewis's vocabulary. She also needs to call the production managers of two of the company's eastern plants to find out what is causing the delay in the receipt of the new product lines. Those production people don't seem to realize that a large inventory is needed to keep up sales. The new product lines were promised two weeks ago and still aren't here. The phone calls take longer than expected, but by midmorning Joy is finally able to settle into the major project she has planned for the day. After several days of perusing sales reports of the past several years, she concluded that total sales, as well as productivity of individual salespersons, can be improved if the region is redesigned and the territories of each salesperson are adjusted. This is a major project, and she must present it to her district sales managers at her monthly meeting tomorrow afternoon.
Joy is away from the office a little longer than expected because of lunch. When she returns she finds a half dozen phone messages, including an urgent call from the corporate vice president of personnel, Wayne McDaniel. She returns Wayne's call, and, much to her dismay, she finds she is going to have to allocate a good portion of tomorrow's sales meeting to presenting the company's new benefits program. Wayne assures her that all the materials she needs will arrive late this afternoon and stresses the need for its immediate dissemination and explanation. After trying unsuccessfully to return several of the other phone calls, she returns to the territory redesign project. She finishes that project just before the 3 P.M. appointment she has with a candidate for district sales manager. Joy spends more than an hour with the candidate and is impressed enough with him to immediately make some follow-up phone calls.
Joy looks at her watch and realizes she hasn't enough time to make all the calls she'd planned. The whole day seems to have gotten away from her. She still has the materials from Wayne to review, and she has to prepare the agenda for tomorrow's meeting. She just has to figure a way to motivate better performance from those sales managers. The redesign of the territory was only a partial solution. Joy wonders what else she can do. "Oh," she thinks to herself. "I better call and cancel my date for tonight. It has been over three weeks since I've had any life other than work, and it feels like the only time I ever leave this office is to eat lunch!"
What managerial skills are depicted in the case Which skill is the most important for Joy to possess Why
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9
Joy Gresham was still at her desk at 6 P.M. trying to tie up some loose ends with the hope that tomorrow might be a more productive day. Joy is the western regional sales director (a middle management position) in the Wilson Company. Wilson is a manufacturer of a well-known line of sporting goods. As she reads the mail she still has to answer and stacks the phone messages she still has to return, she wonders if being a middle manager is really her kind of job. Selling products, traveling, and meeting with clients seemed much more to her liking than the routine of her present job.
Today is a good example. Joy went to the office early so she could call Lewis Jackson, the eastern regional sales director, to confer on a joint sales forecast they are trying to prepare. Working with Lewis isn't the easiest of tasks. Compromise just isn't a word in Lewis's vocabulary. She also needs to call the production managers of two of the company's eastern plants to find out what is causing the delay in the receipt of the new product lines. Those production people don't seem to realize that a large inventory is needed to keep up sales. The new product lines were promised two weeks ago and still aren't here. The phone calls take longer than expected, but by midmorning Joy is finally able to settle into the major project she has planned for the day. After several days of perusing sales reports of the past several years, she concluded that total sales, as well as productivity of individual salespersons, can be improved if the region is redesigned and the territories of each salesperson are adjusted. This is a major project, and she must present it to her district sales managers at her monthly meeting tomorrow afternoon.
Joy is away from the office a little longer than expected because of lunch. When she returns she finds a half dozen phone messages, including an urgent call from the corporate vice president of personnel, Wayne McDaniel. She returns Wayne's call, and, much to her dismay, she finds she is going to have to allocate a good portion of tomorrow's sales meeting to presenting the company's new benefits program. Wayne assures her that all the materials she needs will arrive late this afternoon and stresses the need for its immediate dissemination and explanation. After trying unsuccessfully to return several of the other phone calls, she returns to the territory redesign project. She finishes that project just before the 3 P.M. appointment she has with a candidate for district sales manager. Joy spends more than an hour with the candidate and is impressed enough with him to immediately make some follow-up phone calls.
Joy looks at her watch and realizes she hasn't enough time to make all the calls she'd planned. The whole day seems to have gotten away from her. She still has the materials from Wayne to review, and she has to prepare the agenda for tomorrow's meeting. She just has to figure a way to motivate better performance from those sales managers. The redesign of the territory was only a partial solution. Joy wonders what else she can do. "Oh," she thinks to herself. "I better call and cancel my date for tonight. It has been over three weeks since I've had any life other than work, and it feels like the only time I ever leave this office is to eat lunch!"
Why do you feel Joy might be disenchanted with her present job
Today is a good example. Joy went to the office early so she could call Lewis Jackson, the eastern regional sales director, to confer on a joint sales forecast they are trying to prepare. Working with Lewis isn't the easiest of tasks. Compromise just isn't a word in Lewis's vocabulary. She also needs to call the production managers of two of the company's eastern plants to find out what is causing the delay in the receipt of the new product lines. Those production people don't seem to realize that a large inventory is needed to keep up sales. The new product lines were promised two weeks ago and still aren't here. The phone calls take longer than expected, but by midmorning Joy is finally able to settle into the major project she has planned for the day. After several days of perusing sales reports of the past several years, she concluded that total sales, as well as productivity of individual salespersons, can be improved if the region is redesigned and the territories of each salesperson are adjusted. This is a major project, and she must present it to her district sales managers at her monthly meeting tomorrow afternoon.
Joy is away from the office a little longer than expected because of lunch. When she returns she finds a half dozen phone messages, including an urgent call from the corporate vice president of personnel, Wayne McDaniel. She returns Wayne's call, and, much to her dismay, she finds she is going to have to allocate a good portion of tomorrow's sales meeting to presenting the company's new benefits program. Wayne assures her that all the materials she needs will arrive late this afternoon and stresses the need for its immediate dissemination and explanation. After trying unsuccessfully to return several of the other phone calls, she returns to the territory redesign project. She finishes that project just before the 3 P.M. appointment she has with a candidate for district sales manager. Joy spends more than an hour with the candidate and is impressed enough with him to immediately make some follow-up phone calls.
Joy looks at her watch and realizes she hasn't enough time to make all the calls she'd planned. The whole day seems to have gotten away from her. She still has the materials from Wayne to review, and she has to prepare the agenda for tomorrow's meeting. She just has to figure a way to motivate better performance from those sales managers. The redesign of the territory was only a partial solution. Joy wonders what else she can do. "Oh," she thinks to herself. "I better call and cancel my date for tonight. It has been over three weeks since I've had any life other than work, and it feels like the only time I ever leave this office is to eat lunch!"
Why do you feel Joy might be disenchanted with her present job
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10
As district sales manager, you have been assigned to work with a problem salesperson with the agreement that "if you can't turn him around in 60 days, then you must terminate him." The action will depend solely on your recommendation. However, he must improve-quickly!
For the past six months, customers have been calling into the distribution center complaining about this person. His smaller accounts never see him. His larger customers complain that he frequently fouls up the order, even at times forgetting to call or e-mail orders into the office.
Now his 60 days are up. Although you cannot honestly document any change, you know positive change has taken place, and you need more time.
However, each time you work with him, you wonder why he was ever hired. Even though your personality and his clash, customers seem to get along with him; some even like him. Tomorrow you are scheduled to give your recommendation to the regional sales manager.
What would be the most ethical action to take
Tell your regional sales manager that although you cannot document any substantial change thus far, you know there has been some improvement. Recommend that he be put on probation for the next 60 days instead of being terminated at this point.
For the past six months, customers have been calling into the distribution center complaining about this person. His smaller accounts never see him. His larger customers complain that he frequently fouls up the order, even at times forgetting to call or e-mail orders into the office.
Now his 60 days are up. Although you cannot honestly document any change, you know positive change has taken place, and you need more time.
However, each time you work with him, you wonder why he was ever hired. Even though your personality and his clash, customers seem to get along with him; some even like him. Tomorrow you are scheduled to give your recommendation to the regional sales manager.
What would be the most ethical action to take
Tell your regional sales manager that although you cannot document any substantial change thus far, you know there has been some improvement. Recommend that he be put on probation for the next 60 days instead of being terminated at this point.
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11
What is the main bottom-line responsibility of a sales manager
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12
Discuss the difference between organizational design and organizational structure. How do design and structure relate to a firm's organizational chart
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13
Discuss the relationship among a firm's marketing plan, sales forecast, and sales force budget.
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14
What are the two major elements of the sales manager's staffing function Discuss each of these elements.
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