Case Study Shield Financial
Shield Financial
Statement of the Problem(s)
Doug Bloom took over the Des Moines, Iowa office as the new Sales Manager (Cron & DeCarlo, 2009). He was overwhelmed at the sales management training with all of the different manuals he received (Cron & DeCarlo, 2009). The sales manager training did not give the full understanding of it is meant to be a sales manager. The company introduced a new program for the sales representatives and he had some difficulty with the sales representatives. He did not use his resources that were available to him when he needed them.
Summary of the Facts
Doug Bloom was the top sales representative for the last four years in the Atlanta office and was promoted to Sales Manager for Des Moines office (Cron & DeCarlo, 2009). Training was overwhelming. He was put into an office that was failing before he took it over (Cron & DeCarlo, 2009). Des Moines was not only getting a new Sales Manager but at the same time they were getting a new sales program.
Analysis
Doug Bloom should first organize the details for a strategic plan. In this plan, he should include the account relationship strategy as they need to develop the relationship with their customers. List the specific measurable goals for the organization as well as the Des Moines office (Cron & DeCarlo, 2009). These are similar to the current relationships the sales representatives have with their current customers. By listing the goals for the organization, would show the contrast of the current program verses the new program and show how the sales representative could make more money as well as the company. List the competition to see where the company is compared to other similar organizations. This will show the competitive analysis and the advantages that they have over their competition.
Cons are the current sales representatives can make more commission with the smaller to medium accounts than with the larger accounts. It takes longer to get a larger account than it
Statement of the Problem(s)
Doug Bloom took over the Des Moines, Iowa office as the new Sales Manager (Cron & DeCarlo, 2009). He was overwhelmed at the sales management training with all of the different manuals he received (Cron & DeCarlo, 2009). The sales manager training did not give the full understanding of it is meant to be a sales manager. The company introduced a new program for the sales representatives and he had some difficulty with the sales representatives. He did not use his resources that were available to him when he needed them.
Summary of the Facts
Doug Bloom was the top sales representative for the last four years in the Atlanta office and was promoted to Sales Manager for Des Moines office (Cron & DeCarlo, 2009). Training was overwhelming. He was put into an office that was failing before he took it over (Cron & DeCarlo, 2009). Des Moines was not only getting a new Sales Manager but at the same time they were getting a new sales program.
Analysis
Doug Bloom should first organize the details for a strategic plan. In this plan, he should include the account relationship strategy as they need to develop the relationship with their customers. List the specific measurable goals for the organization as well as the Des Moines office (Cron & DeCarlo, 2009). These are similar to the current relationships the sales representatives have with their current customers. By listing the goals for the organization, would show the contrast of the current program verses the new program and show how the sales representative could make more money as well as the company. List the competition to see where the company is compared to other similar organizations. This will show the competitive analysis and the advantages that they have over their competition.
Cons are the current sales representatives can make more commission with the smaller to medium accounts than with the larger accounts. It takes longer to get a larger account than it