Reference no: EM132814624

Review Questions

1. The president of Part-I-Tyme, manufacturer of salty snack foods, was dismayed over the dismal sales results reported for the first six months. A new product, a deluxe cookie, had been taste tested and consumers' responses were very positive. Part-I-Tyme's sales force consisted of 500 individuals in 25 sales districts around the country. They called on buyers for grocery chains and large restaurant chains. Over the years, the company had developed an excellent reputation with their customers. Part-I-Tyme's president was convinced the product would be well received by the company's customers and ultimately by consumers. However, it was obvious that something was wrong. The sales force had not really been enthusiastic about the product. How would you determine the nature of the problem? Can you use the model of salesperson performance in this situation?

2. A sales representative for High Speed Technologies is faced with a demand from an important customer that is in direct conflict with company policies. The customer wants several product modifications with no change in price. What can the sales rep act to handle this conflict?

3. You are the sales manager at Uptick pharmaceuticals and have been reviewing the sales performance of your team. One of your best salespeople, William Bedford, has been performing significantly below expectations for the last six months. His sales are down and he is making few customer calls. You call him in for a meeting and he reports that his wife has been ill and he has been having to take on further responsibilities at home. He indicates she is doing better but expects her to be recovering for the 12-18 months. As a key salesperson in a large territory you know that is too long for the territory to be underrepresented. What should you act about Mr. Bedford? How would you address the needs of the sales territory?