MILFORD

INDUSTRIES
Group-5
1501005:
1501028:
1501030:
1501089:
1501090:
1501103:
1501106:
Dhan

Arijeet Majumdar
A.
Rahul Das
Nitin Chandra
Pradeep Meena
Saurabh Bose
Shilanand Vaibhav

INTRODUCTION
Worlds largest
manufacturers of tools
and accessories
Sales of 1982 amounted
to $540 million

HARRY OATES
Promoted as new
District Sales manager
for Capital District
Hardworking Individual
got promoted in 3 years
3 Types of Sales Force
Industry
Private
Commercial ($210
million in 82)

KEY ISSUE
PERFORMANCE OF THE DISTRICT
Poor performance of the district relative to the region and
nation
Lack of control and discipline
Insufficient information about the sales team

WHAT WILL OATES DO?

How to optimize the existing sales team
performance

KEY PLAYERS
EATON : Oldest person, not a quitter
BURKE : Solid performer, sometimes lazy
DURFEE : Solid performer, usually inactive at large
stores
HARLOW : Active supporter and advocate
FURNESS : Facing Domestic Issues
GIBSON : Uninterested, side business
CAPLAN : Lack the willingness to work
ALDERSON : Hard working, new recruit and calm

Commercial Sales Force Structure

National
Commercial
Sales Manager
(1)

Regional
Managers (3)

District Managers
(12)

Salespeople
(103)

Capital District

Performance Indicators

Sales/Expense

Active/Potential

224.39

0.6145
160.00

0.4067
0.3044

0.3477

82.43
49.44
Eaton

Furness

Gibson

Caplan

Eaton

Furness

Gibson

Caplan

Performance Indicators

Sales per call

Net Contribution

1.6429

535.86

1.1349

1.1915

351.3

322.04
246.14

0.7273

Eaton

Furness

Gibson

Caplan

Eaton

Furness

Gibson

Caplan

Performance Indicators

Contribution Per Call

0.4784

0.3268

0.3426

0.2034

Eaton

Furness

Gibson

Caplan

Weights According to Various Parameters

Parameter

Most Sales
in 1983
High
Margin
Sales
Active/Pot
ential
Sales per
call (1982)
Contributi
on per call

Weightage

Eaton

Furness

Gibson

Caplan

25%

20%

15%

20%

20%

Score

2.75

2.45

2.45

2.5

Recommendations

Caplan and Furness should be put under probation.

Major metric to assess Caplans performance should be

improved contribution margin as well as conversion of
potential accounts into active accounts

Furness major metric should be improved sales in the second

half of 1983. The major reason for his poor performance is his
personal issues. For this Oates needs to motivate him rather
than pushing him to further distress as his historical
performance has been good.

Gibson should be made responsible for mentoring and

training other salespeople like Caplan. This would help reduce
training costs and also allow younger salesforce learn from
his experiences/contacts

Eaton should be left on his own and instead given a newer

area to prove himself.

THANK
S!

Any questions?