Case analysis: Sales Force Training at Arrow Electronics Executive Summary – This case focuses on the training given to the fresh‚ out- of- college sales people at Arrow Electronics and the reasons on why the training programme failed to have the intended effect. Arrow Electronics was the first distributing company to recruit college graduates as a part of their sales force. To bring them up to the skill level required by field sales representatives‚ an elaborate training programme was
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Arrow Electronics Case Study Arrow Electronics is the fastest growing distributors of electronic components in North America and the world’s largest overall at the time of this study. Arrow’s capital structure policy is heavy on dependence on debt financing‚ which is sharp in contrast to its main rival‚ Avnet. CEO Stephen Kauffman is struggling with the implementation of an accurate and reliable way to evaluate his employees. Kauffman implemented an EPR (Employee Performance Review) system
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Michael Barron & Anthony Pecca Operations Management 7310 Arrow Electronics Case Assignment Arrow was founded in the early 1935 as a retailer of radio equipment. Later the company expanded to sell entertainment products and electronic parts. In 2002 Arrow’s global sales were $7.4 billion. The semiconductors products generated over half of the company revenues. Since then‚ the company has engaged in valued added services. Value added is used to describe instances where a firm takes a product that
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Case: Arrow Electronics Inc. Introduction Arrow Electronics Inc. is faced with a difficult‚ time-constrained choice of incorporating Express in its distribution channel or not. Arrow must consider its market dynamics and the value it adds to its suppliers and customers. Arrow also must determine how Express will affect its business model and selling efforts before making a final decision. Market Dynamics and Value to Suppliers and Customers Arrow is involved in a third-party delegated channel
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The overview of the case Arrow Electronics is a broad-line distributor of electronic parts‚ including semiconductors and passive components. It was founded in 1935 and grown to the number two position by 1980. When Stephen Kaufman‚ who became president in 1982 and CEO in 1986‚ Arrow once more began to climb‚ reaching the number one position among electronics distributors by 1992. Arrow/Schweber‚ one of Arrow’s five operating groups and the largest one‚ which sells semiconductors to different customer
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Arrow: What is Arrow’s Business Model? What Value does it add for suppliers‚ customers? Business Model Relationship with suppliers - franchised distributor Motorola and Intel were two of the major supplier of Arrow. As some costumers were too small for the supplier to sell directly‚ they sell through distributors like Arrow with offering return privileges and price protection. Relationship with customers Arrow operates with two kinds of customers‚ transactional and relational customers. The
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missing numbers. | |TRANSACTIONAL |RELATIONSHIP |TOTAL | |VA PRODUCT SALES |$ 284.50 |$1158.50 |$1443 | |B&S PRODUCT SALES |$293 |$574 |$867 | |TOTAL |$577.50
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No sales person in an organization is an island. The concept of team selling has become the trend in today ’s business environment because it is successful. Team selling utilizes each sales person ’s strengths‚ enhances one ’s contribution‚ increases productivity and reduces turnover. Success in sales happens as the result of planning and effective execution. Careful coordination o f many resources are required on the selling side and the customer ’s side throughout the sales process. The goal of
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CASE 3 Salesforce 1. How does Salesforce.com use cloud computing? Cloud computing refers to the use of different software applications over the Internet. Salesforce.com provides CRM and other software applications using the software-as-a-service business model over the Internet‚ which eliminates the need for companies to heavily invest in up-front hardware and software and reduces the time to implement new programs and maintain them. Subscribers to Salesforce.com only are required to
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Designing and Managing the Sales Team Follett Carter E-mail: fcarter@umich.edu Phone: (415)336-8622 M (734)222-0089 H (239)395-3244 H Class hours: Tuesdays‚ 7:00-10:00pm‚ Ann Arbor Office Hours: before and/or after class by appointment Conference calls also possible Textbook: Assembled readings and case studies Course Description The objectives of this course are to improve your understanding of the role of the sales force in the achievement of a
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