Reference no: EM133046577
Case Study Joan Simon Discovers the Need to Monitor
Joan Simon has just been promoted to the position of area sales manager in charge of eight sales representatives, two key account managers and three merchandisers for a fashion retail chain.
As a key account manager before her promotion, all she needed to look after was herself-making sure she serviced her clients properly, the goods were delivered, that they sold well and that her clients received the sales and merchandising support she deemed necessary. A simple spreadsheet system plus diligent use of her diary always sufficed.
But now that she is the sales manager, she has a whole team of people to look after as well as all the sales in the territory, product promotions, expenditures, business development and the like. The first thing she has to do, she decides, is to make sure she understands her new role thoroughly. Then she will need to set up some monitoring systems-systems that will quickly and easily give her the information she needs to manage her area. How her predecessor had managed, she didn't know. He must have kept track of everything in his heads, because she hadn't been able to find any records or charts or any sort of organised systems anywhere.
Joan begins asking around. Her secretary suggests that she set up a computerised log for each representative and key account manager, showing their sales to date against their budgeted sales. That way she will know who is meeting targets and who might need a bit of help, or 'jollying along', as she puts it. Her secretary also suggests a similar log for each customer, showing not only their purchases but also their credit situation. That will help in her cash-flow budgeting.
Joan's manager suggests that she applies management by exception principles with each of her staff and incorporate them into the distribution department's weekly summaries to her.
Questions
- How should Joan go about making sure she understands her new job? What specific things should she do? Should she monitor her results and, if so, how?
- What should Joan's first steps be in establishing an effective monitoring method for her sales department?
- What monitoring systems do you think would be most appropriate to Joan's needs? Why?
- Identify and explain 3 dangers if Joan fails to set up and follow through with monitoring her own and the department's performance?
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