Reference no: EM132252515

1. The president of Part-I-Tyme, the 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 tasted 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. Although many different kinds of tests exist, their ability to predict sales performance has been weak. How do you account for this?

3. 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 do to handle this conflict?