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06 October 2015

Decision Sheet Cooper Pharmaceuticals, Inc.

Nripesh Pokhrel 15233


Section E

Q1. What is a good salesperson and how good or bad is Bob Marsh?
Bob Marsh took the earlier situation of changes in management in his favour. Six supervisors in a twelve year span is a high
number. Then, when you consider the fact that many of them were young, motivated, and driven, it becomes clearer why Bob was
able to keep his job. His sales numbers were constantly at quota, and there were no issues in terms of customer relations. By the
time his deficiencies were noted, a new district manager was in already in place. It seems that Bob was aware of this trend and
used it to his advantage. So long as he hit his sales quotas and kept customers happy, all would be well. The case states that every
Cooper Pharmaceutical detailer was evaluated in terms of both sales volume and improvement in his or her relationships with
customers. From this statement one could conclude that Bob should have retained his job. His sales volumes were constant yearly,
sometimes increasing. Evident from the multiple inquiries from current customers upon his termination, Bob also maintained
wonderful working relationships with his customers. The evaluation process at Cooper Pharmaceuticals is what perpetuated Bobs
employment with the company. While looking at just the sales numbers, Bob appeared to be a great employee. However, there are
other factors to consider when evaluating employees.
Q2. What is a good DSM and how did they perform vis-s-vis Bob?
A key to being a good DSM is the relationship between him the DSM and his or her staff. Its the manner in which DSM manage
people that separates the ordinary from the good and the exceptional.
Bob Marsh worked for CPI for twelve years and within the whole period his performance was supervised by six managers who
supplied thorough reports to the authorities. The problem was that though Marsh performed successfully, increased the total sales
and accordingly got regularly the pay rise, there were problems concerning lack of organization and his inability or reluctance to
use all the possibilities of the area in question. No manager could help Bob Marsh to get rid of these drawbacks.
Moreover, in order not to receive the customers complaints about Marshs dismissal, the managers should have interrogated the
customers whether they were satisfied with Marchs work or not and only then that had to choose what was more important for the
company: to answer the customers demands or to have a highly skilled and disciplined detailer.
Q3. What are good Salesforce Management Practices and how did the company perform?
Personnel management is a science that needs careful approach and many abilities, but as any science it can be mastered. Work
with people does not need only leadership qualities but the knowledge of psychology as well. It concerns not only colleagues and
subjects but customers as well.
Having analyzed the supervising methods that were implemented at the enterprise, we can say that such a success was not
surprising. The proper supervision is the keystone to profitable business. The staff is the basis of any enterprise, its essential
factor. People that deal with customers, and at CPI these were detailers, are responsible for the development of the company as
these are the clients who make the profit of your business. Due to them companies are worthwhile to exist, therefore, it is evident
that the way the customers are treated influences your business. Meanwhile the main role of a manager is to guide the staff and it
is evident that at CPI this function was performed well.
In my opinion the CPIs policy could be a bit different, concerning Marshs performance. Firstly, in the very beginning of his
career John Meredith noticed that Marsh was not motivated and paid little attention to planning and organization of the working
process. Motivation is incredibly important in sales management, for a manager it is the top priority task to motivate the
employees. It could be done either through a reward system or through the advancement. We have seen that Bob Marshs salary
increased with time, therefore perhaps it was necessary to find some other means of motivation for him. The variety of methods
used to give an incentive to the staff forms a real system of incentive programs, which can be successfully used on any enterprise.
On the other hand, any reward system will be effective if it is implemented basing on two main principles. Firstly, the rewarded
employees should accept it as a positive event and secondly, the reward should be the incentive for the appropriate for the
company behavior. Marshs performance did not meet some of the requirements of the company from the very beginning, so it
was necessary to reward him, basing not only on the sales increase but also on his level of discipline. Otherwise, Marsh saw that
his salary depended only on the profit he brought and did not pay attention to other factors.
Q4. What to do with Bob Marsh?
In terms of a recommended course of action for CPI, the appropriate method would be to reinstate Bob Marsh since .
His strong bond with the clientele means that the risk of losing any valued customers could be avoided
His ability to meet sales target means that the company was not affected financially by his actions
His loyalty to the organization with 12 years of service may be considered as an asset and company should capitalise on
his commitment to the growth of the organization

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