Mildford Industries
Sales Management & Processes
February 26, 2013
Mildford Industries
CASE ANALYSIS REPORT
Team 6
Eduardo Cabral 1221290
Elizabeth López 1222306
Dafne Martínez 1222312
Oliver Pinkerton 1296817
Introduction.
Summarize in one paragraph of at least 4 lines the name of the company, the issue at hand, its implications and relevance and the solution alternatives to be explored.
Mildford Industries with 1982 sales of $540 millions was one of the world’s larges manufactures of tolls and accessories. The assistant product manager was suddenly promoted to district sales manager of the Capital District. Sam Goldberg’s district was a problem. It wasn’t living up to its potential.
Oates found that the problem lay with some members of the sales team and singled out four particular sales reps as the cause of this problem. While some had the potential to be good sales reps, he felt that they were being lazy or effected by personal problems. This left him with some decisions to make in regard to dealing with the problem which included probation periods or potentially discharging some of the sales team or introducing quotas in an attempt to bring sales figures up.
State at least 8 facts mentioned in the case in bullet points.
One or two lines, this are Facts mentioned not interpretation of them, not conclusions.
1. Harrison Oates was suddenly promoted to district sales manager of the Capital District for Mildford Industries.
2. Ben Donovan, Mildford’s national commercial sales manager, congratulated Oates and said it was a great opportunity for him to prove himself as an operating manager. It was time to get the district “back to move”.
3. Jack Falzarano had been the sales manager for the eastern region, which included the Capital District.
4. Three separate sales forces sold hand power tools to different customers: The industrial sales, the private label and the commercial sales force.
5. Mildford’s
February 26, 2013
Mildford Industries
CASE ANALYSIS REPORT
Team 6
Eduardo Cabral 1221290
Elizabeth López 1222306
Dafne Martínez 1222312
Oliver Pinkerton 1296817
Introduction.
Summarize in one paragraph of at least 4 lines the name of the company, the issue at hand, its implications and relevance and the solution alternatives to be explored.
Mildford Industries with 1982 sales of $540 millions was one of the world’s larges manufactures of tolls and accessories. The assistant product manager was suddenly promoted to district sales manager of the Capital District. Sam Goldberg’s district was a problem. It wasn’t living up to its potential.
Oates found that the problem lay with some members of the sales team and singled out four particular sales reps as the cause of this problem. While some had the potential to be good sales reps, he felt that they were being lazy or effected by personal problems. This left him with some decisions to make in regard to dealing with the problem which included probation periods or potentially discharging some of the sales team or introducing quotas in an attempt to bring sales figures up.
State at least 8 facts mentioned in the case in bullet points.
One or two lines, this are Facts mentioned not interpretation of them, not conclusions.
1. Harrison Oates was suddenly promoted to district sales manager of the Capital District for Mildford Industries.
2. Ben Donovan, Mildford’s national commercial sales manager, congratulated Oates and said it was a great opportunity for him to prove himself as an operating manager. It was time to get the district “back to move”.
3. Jack Falzarano had been the sales manager for the eastern region, which included the Capital District.
4. Three separate sales forces sold hand power tools to different customers: The industrial sales, the private label and the commercial sales force.
5. Mildford’s