Oh, Salesmen

Topic: Training and Development

Characters:
Jim, new manager at a large car dealership
Mary, new salesperson at the dealership
Jim, 27, has recently been promoted to manager of sales personnel at a large car dealership. Mary,
a new salesperson (and the only female salesperson), comes to his office late one afternoon with a
complaint about something she says really bothers her. Specifically, she says she has never seen
Tom, one of the most experienced (and best) salespeople, at any of a series of off-site training
seminars (at which attendance is supposedly required). These seminars are designed to help sales
staff learn detailed technical information about the mechanical advantages of the cars they sell.
Jim’s “grapevine” impression is that most salespeople think the training seminars are a joke, and
rumor has it that a lot of salespeople regularly skip them (although many salespeople can be heard
saying things like, “I’m out of here–I’m going to today’s seminar at the Hyatt”). Jim’s boss,
however, regularly sends him memos that stress the importance of the training. Upper management
spends a lot of money on the training seminars, because they feel that such training will give the
dealership a competitive edge.
Mary is so new that she does not yet have an established sales record. Also, Jim has heard through
the grapevine that a lot of the salesmen are uncomfortable with Mary and wonder if a female can
learn to sell cars. She seems eager, however, and obviously wants to follow the rules. She
concludes by telling Jim that she’ll check back with him tomorrow to see how he’s handling the
issue of the absent salesman.
Summary

Oh, Salesmen
Topic: Training and Development
Characters:
 Jim, new manager at a large car dealership
 Mary, new salesperson at the dealership

The car dealership where Jim is a manager is big on regular training for sales personnel. Mary is a
new salesperson and the only female selling cars. Mary is upset that she has been regularly
attending the training seminars while another, experienced salesperson (Tom) slips them, and she
wants Jim to resolve the problem.

I. POINT OF VIEW

Jim as a new manager of a large car dealership.

II. PROBLEM

What action could Jim do with Tom’s non participation in mandated training?

III. OBJECTIVES

1. To promote common good in the company.

2. To practice fair and just when it comes to workplace performance.
3. To know the value of trainings and seminars.
4. To maintain the good sales of the company.
5. To have harmonious relationships among the employees in the company.

IV. AREAS OF CONSIDERATION

Threats

 Losing of customers
Customers may buy cars to the other company if the salesmen were lack of trainings and seminars.

Opportunities

 Modernized off site trainings

A possibility of having new trend in trainings.

 Company’s expansion
The company will have another franchise because of the well- trained salesmen that will bring
more customers. Thus, it will bring more sales. The competent salesmen will be the asset of
the company to put another branch.
Weakness

 Disobedient
Tom who refused to attend training and seminars.
 Gossips
Most sales people are just making fun of attending trainings and seminars.
 Discrimination/ Being judge mental
Lot of the salesmen are being uncomfortable with Mary. They are underestimating Mary’s
ability that she cannot learn to sell cars.

Strength

 Management Development Programs

Upper management spends a lot of money on the trainings and seminars for the growth and
development of an individual and an organization as well.

 Best salesman
Tom, being the most experienced and the best salesman is an asset of the company

 Eagerness
Mary being new employee in the company is a good follower of company’s rules and
regulations.

V. Alternative Courses of Action

ACA1. Jim must have a one-on-one talk with Tom.

Advantage:

1. Jim will able to know the side of Tom regarding the situation.
2. Tom will be aware of his action.

Disadvantage:

1. Tom may upset and understandably be irritated.

2. Tom will think that his traditional excellent performance is being questioned.

ACA2. Jim needs to enforce the training to all salespeople.

Advantage:

1. To obtain the best outcome for everyone.

2. This will show fairness to all salespeople.
Disadvantage:

1. Time consuming.
2. Costly.

ACA3: Jim could impose disciplinary actions to those who will not attend the training.

Advantage:

1. It provides evidence that the employer gave the employee every opportunity to improve.
2. It gives the opportunity for an employee to change behaviors.

Disadvantage:

1. If not followed consistently for all employees, this could appear to be discriminatory.
2. Salesmen might be terminated if they will not follow.

ANALYSIS

The problem occurs when Mary is being upset that she has been regularly attending the trainings
and seminars while another, experienced salesperson (Tom) skip them and she wants Jim to resolve
the problem. The Upper management believes that trainings and seminars will give the
salespersons a competitive skills. The training will strengthen those skills that
each salesperson needs to improve. This also brings all employees to a higher level so they all have
similar skills and knowledge. This helps reduce any weak links within the company who rely
heavily on others to complete basic work tasks.

RECOMMENDATION

We strongly recommends ACA 1, ACA 2, and ACA 3.

ACA 1: Jim must have a one-on-one talk with Tom because an approach of a manager to his rank
and file is a good thing for him to know the problem and make a solution out of it. With this, Tom
will be aware of his action and be reminded that it’s the company rules to attend the trainings and
seminars because the upper management spent a lot of money for this. This will results to ACA 2:
Jim needs to enforce the training to all salespeople. The problem that the company encountered in
the case of Tom will serve as an eye opener to the management to train all the salespeople equally.
The training will obtain the best outcome for everyone. If Tom and the other salesmen will not
follow, it is the time to implement ACA 3: Jim could impose disciplinary actions to those who will
not attend the training. It certainly give an opportunity for a salesmen to change their behavior and
provides an evidence that the manager gave the salesmen every opportunity to improve.
PLAN OF ACTION

ACTIVITIES RESPONSIBLE TIME BUDGET EXPECTED

PERSON FRAME OUTPUT
1. Set a private talk Build good
with Tom Tom and Jim 1hr. to 2 hrs. P500.00 communication
and trust.
Enhance skills
in selling cars.
Apply modern
techniques to
Jim, Tom, Mary achieve higher
2. Train all salespersons and all the 3 days P100,000.00 sales.
salespersons Build their self-
confidence.
Become more
productive and
competitive.
3. Issuance of Perform well in
memorandum (for those Jim, Tom, Mary the job.
who did not attend and all the 30 minutes Follow rules and
trainings and seminars) salespersons regulations of
the company.
“OH, SALESMEN”

A CASE ANALYSIS PRESENTED TO PROF. JUDITH JOY AQUINO IN

PARTIAL FULFILLMENT FOR THE COURSE BEC 4103: HUMAN
RESOURCE MANAGEMENT

BOSMEON, MELVIN
CEA, MELBA ROSE
DE CASTRO, KRISTINE
DEL ROSARIO, JOY
GENOVAÑA, JOHN ERIC-LEADER
MAHILUM, ANTONETTE