Reference no: EM132990576

Read through this scenario and answer the following questions. Every time the phone rings, your stomach clenches and your palms start to sweat. And it's no wonder! As sales manager for Brinkers, a machine tool parts manufacturer, you are besieged by calls from customers who are upset about late deliveries. Your boss, Carter Hererra, acts as both production manager and scheduler. Every time your sales representatives negotiate a sale, it is up to Carter to determine whether production can meet the delivery date the customer specifies. And Carter invariably says, "No problem." The good thing about this is that you make a lot of initial sales. The bad news is that production hardly ever meets the shipment dates that Carter authorizes. And he does not seem to be all that concerned about the aftermath of late deliveries. He says, "Our customers know they're getting outstanding quality at a great price. Just let them try to match that anywhere. It cannot be done. So even if they must wait a couple of extra days or weeks, they're still getting the best deal they can." Somehow the customers do not see it that way. And they let you know about their unhappiness. Then it is up to you to try to soothe the relationship. You know this problem must be taken care of, but what possible solutions are there? After all, how are you going to keep from making your manager mad or making the customers mad?

Assume you are the sales manager, suggest TWO (2) solutions to the problem found in case study.