 Front Matter
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| 6 pp.
| Preface
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| I. Introduction to Sales Force Management
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| 3 pp.
| Introduction
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| 31 pp.
| 1. The Field of Sales Force Management
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| 19 pp.
| Case — A.T. KEARNEY AND THE NEW "DEFINING ENTITY"
Barclay DW; Carter M
The acquisition of A.T. Kearney Ltd., an international management consulting firm, by Electronic Data Systems (EDS), an information systems company, raised many issues. Among these was the issue of how to leverage the merger in terms of providingstrategic consulting and information systems solutions to clients. Should the two firms cross-sell each other’s services? Should A.T. Kearney call on existing EDS clients and vice-versa? Should the two firms work together to secure new clients?The case focuses on the chairman of A.T. Kearney Ltd. in Canada as he prepares to deal with the above issue. Once this issue has been worked through, there is an opportunity to deal with sales management issues arising from this decision. Forexample, if cross-selling is to be encouraged, what incentive scheme might be appropriate? The purpose of the case is to show how sales management decisions must be driven by marketing strategy and the desired customer interface that marketingstrategy implies.
Ivey Number: 9A98A002
Publication Date: 2/2/1998 Revision Date: 30/09/1998
Geographic Setting: Canada Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 1996
Subjects: Relationship Management, Sales Strategy, Consulting, Consolidations and Mergers
Functional Area: Marketing
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| 27 pp.
| 2. Strategic Sales Force Management
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| 13 pp.
| Case — WAVERIDER COMMUNICATIONS INC: THE SPARTA DEAL
Barclay DW; Mark K
The vice-president international of WaveRider Communications, a developer of wireless information technology, was working out a deal for a Spanish partner to sell US$21 million of WaveRider’s products into the Spanish market over the next two years. After months of negotiation, a memorandum of understanding was signed and he was looking forward to the final agreement within the next 30 days and finalizing the ground-level support that needed to be in place to facilitate the working relationshipbetween the two companies. He hired a consultant who worked in Spain for a number of years to be the company‘s contact in Spain. To move towards the signing of the final agreement, the vice-president needed to decide on how best to manage and workwith this company over the next few months and over the longer term.
Ivey Number: 9B01A001
Publication Date: 18/05/2001 Revision Date: 12/11/2001
Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies
Company Size: Medium organization
Event Year Start: 2000
Subjects: Sales Management, International Business, Control Systems, Action Planning and Implementation
Functional Area: Marketing
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| 3 pp.
| Case — DELTA PHARMACEUTICALS: WHY WON’T SALES AND MARKETING GET ALONG?
Barclay DW
The rapidly changing environment of the pharmaceutical industry has lead to the acceleration of a rift between marketing and sales in a pharmaceutical firm, and to a stronger need to tightly integrate these two functions. The case is a vehicle toinitiate discussion around potential structural, systems, and informal approaches to building bridges between marketing and sales.
Ivey Number: 9A98A003
Publication Date: 20/03/1998 Revision Date: 11/1/1999
Geographic Setting: Canada Industry Setting: Food and Kindred Products
Company Size: Medium organization
Event Year Start: 1993
Subjects: Marketing Management, Conflict Resolution, Interdepartmental Relations, Organization Systems
Functional Area: Marketing
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| 23 pp.
| 3. The Personal Selling Process
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| 18 pp.
| Case — WAVERIDER COMMUNICATIONS INC.: SELLING WIRELESS INTERNET ACCESS EQUIPMENT
Barclay DW; Mark K
WaveRider Communications, a wireless Internet access equipment provider, had just completed the first installation of its latest system. The vice-president of marketing had to deal with two key sales issues that had recently surfaced. First, ascompared to initial expectations, it had been taking at least twice as long for the company’s salesforce to sell its new portfolio of products. Second, he noticed a sharp increase in the number of customers relying on WaveRider‘s post-sales support.He must examine the impact of the longer sales cycle on a number of company issues, such as type of salesforce and support needed, costs to serve, revenue generation, and share price. He also wanted to determine if more could be done to educate thecustomer during the selling period in order to facilitate smoother implementation.
Ivey Number: 9B01A003
Publication Date: 18/05/2001
Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies
Company Size: Medium organization
Event Year Start: 2000
Subjects: Sales Management, Product Management, Sales Strategy, Action Planning and Implementation
Functional Area: Marketing
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| II. Organizing, Staffing, and Training a Sales Force
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| 3 pp.
| Introduction
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| 35 pp.
| 4. Sales Force Organization
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| 21 pp.
| Case — 3M CANADA INC.
Author(s): Barclay DW; Lau GT
Publication Date: 7/9/1992 Revision Date: 3/10/2004
Industry: Chemicals and Allied Products
Abstract: The Adhesive, Tape and Allied Products Group reorganized its salesforce from a specialized one (where salespeople sold only products within one of four product areas in the group) to a general one (where salespeople sold all products within thegroup) four years ago. The decision was under review due to problems such as reduced product knowledge and competition among marketing people for the salespeople’s time and effort.
Ivey Number: 9A89A001
Geographic Location: Canada Company Size: Large organization Year of Event: 1988 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Sales Organization; Sales Management
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| 33 pp.
| 5. Profiling and Recruiting Salespeople
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| 17 pp.
| Case — JINDI ENTERPRISES: FINDING A NEW SALES MANAGER
Author(s): Cotte J; Yang A
Description: Jindi Enterprises is a manufacturer of heat exchanger units for residential and commercial markets in China. Recently, the company’s top sales representative, who is also the sales manager for one of the company‘s provincial offices, quit and joineda competitor. A replacement must be found, however, a delay in choosing a strategic direction is seriously complicating the hiring decision. The chief executive officer must determine the corporate strategy and ensure that the hiring strategyreflects these changes. Learning objectives include understanding that corporate strategy and sales hiring and selection strategy are inter-related and must be integrated, that hiring criteria may have to change to reflect strategy changes, and thatsales and sales management practices in emerging markets can be different than those in mature markets.
Ivey Number: 9B03A009
Publication Date: 8/6/2003
Geographic Setting: China
Industry Setting: Machinery except Electrical
Company Size: Small organization
Event Year Start: 2002
Subjects: Sales Management; Sales Strategy; Strategic Change; Sales Organization
Level of Difficulty: Undergraduate/MBA
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| 34 pp.
| 6. Selecting and Hiring Salespeople
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| 16 pp.
| Case — HUADUN ANTI-COUNTERFEIT TECHNOLOGY INC.
Author(s): Cotte J; Yang A
Publication Date: 11/23/2004
Industry: Business Services
Abstract: The sudden resignation of the company’s national sales manager has left the vice-president of sales and marketing stressed and concerned. He must decide on the successor from a pool of five candidates and is finding the decision difficult, not only because of the strengths and weaknesses of each candidate but this sudden resignation has him wondering about his authority and credibility within the organization.
Ivey Number: 9B04M089
Geographic Location: China Company Size: Medium organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Subjects: Sales Management; Sales Organization; Sales Promotion; Sales Strategy
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| 21 pp.
| Case — WINDSOR FACTORY SUPPLY LTD.
Author(s): Barclay DW; MacKenzie HF
Publication Date: 1/1/1989 Revision Date: 3/24/2004
Industry: Wholesale Trade - Non-Durable Goods
Abstract: The branch manager for Windsor Factory Supply, and a salesperson at the branch, were deciding whether to hire additional salespeople. Two people had approached the company wanting sales positions. They were faced with the decision of whether tohire either or both of these applicants, and whether the applicants would fit with the strong corporate culture that had developed since the company started. This case could also be used to discuss the role of the industrial distributor. (Asupplement to this case, Windsor Factory Supply (B), case 9A89A012, is available.)
Ivey Number: 9A89A011
Geographic Location: Canada Company Size: Large organization Year of Event: 1989 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Sales Management; Industrial Marketing; Employee Selection; Corporate Culture
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| 30 pp.
| 7. Developing, Delivering, and Reinforcing a Sales Training Program
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| III. Directing Sales Force Operations
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| 2 pp.
| Introduction
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| 29 pp.
| 8. Motivating a Sales Force
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| 3 pp.
| Case — ARTHUR MEDICAL SUPPLIES: THE UNHAPPY SALESMAN
Author(s): Cotte J; Melito S
Description: A recent MBA graduate has joined a small division of a medical equipment manufacturer as a regional sales manager. Sales are not going well, customer complaints are common, and he is unhappy with the amount of time he must spend away from home. Theregional sales manager must analyse his options to determine the best way to balance the rigours of a sales career and personal life. He must consider the challenges of an undefined, boundary-spanning role; management’s possible role in mitigatingthese challenges; and the expectations about the rigours of a sales career.
Ivey Number: 9B04A009
Publication Date: 5/14/2004
Geographic Setting: Canada
Industry Setting: Machinery except Electrical
Company Size: Large organization
Event Year Start: 2003
Subjects: Sales Management; Family-Work Interaction; Career Planning
Level of Difficulty: Undergraduate/MBA
Functional Area: Marketing
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| 28 pp.
| 9. Sales Force Compensation
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| 15 pp.
| Case — Biomed Co., Ltd., Designing a New Sales Compensation Plan
Author(s): Donald W. Barclay; Ponlerd Chiemchanya
Publication Date: 1/9/2007 Revision Date: 3/28/2007
Product Type: Case (Field)
Ivey ID: 9B06A037
Geographic Setting: Thailand Industry Setting: Food and Kindred Products Size: Small
Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Managing Implementation; Sales Management; Human Resources Management; Compensation
Major Disciplines: International; Marketing
Product Description: A recent MBA graduate was about to return to the family business, Biomed Co., Ltd. as its general manager. Biomed’s parent company, Thai Drugs Co., Ltd. has just revised Biomed‘s market strategy, a change that created the need to realign the sales compensation system to fit with the new strategy. The new general manager was charged with this responsibility. Students will work through the path from strategy to a powerful sales compensation plan that will support the strategy and encourage salespeople to execute their role within this strategy.
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| 10 pp.
| Case — D.H. HOWDEN AND CO. LIMITED: SALES DIVISION
Author(s): Burgoyne DG; Cousineau L; Hillier D; Jang Q
Description: The vice-president sales of a Canadian wholesale distributor of hardware products must present his proposal to change the sales force compensation program from straight salary to straight commission and to change the travel expense reimbursement fromcosts incurred to a flat annual budgeted amount per territory. There would be a three-year phase-in period but not all sales people would benefit nor be able to cope. The teaching objectives are to consider the advantages and disadvantages ofdifferent salesforce compensation plans; to address the implementation issues associated with changes in compensation plans; and to appreciate how what appears to be an operating decision can have significant strategic implications.
Ivey Number: 9A89A010
Publication Date: 1/1/89 Revision Date: 2/25/03
Geographic Setting: Canada
Industry Setting: Wholesale Trade - Durable Goods
Company Size: Large organization
Event Year Start: 1988
Subjects: Compensation; Sales Management
Level of Difficulty: Undergraduate/MBA
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| 33 pp.
| 10. Sales Force Quotas and Expenses
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| 11 pp.
| Case — MARICO INDUSTRIES LTD. CENTRAL SALES ORGANIZATION
Author(s): Sridharan S; Sekhar C
Publication Date: 3/1/2006
Product Type: Case
Ivey ID: 9B06A010
Geographic Setting: India Industry Setting: Food and Kindred Products Size: Large organization
Year of Event: 2003 Level of Difficulty: Undergraduate/MBA
Subjects: Sales Organization, Marketing Channels, Emerging Markets, Rural Marketing
Functional Area: Marketing
Product Description: The general manager, sales, of Marico Industries Ltd. India, is thinking about the future of the company’s central sales organization (CSO). The central sales organization has been around for five years and has met all its original objectives.However, with a rapidly changing industry, the very success of CSO is making it seem less relevant for the future. The general manager must decide if this is true of if CSO coud transform itself to cater to the new changing needs of the Indianfast-moving consumer goods market.
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| 29 pp.
| 11. Leadership of a Sales Force
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| IV. Sales Planning
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| 2 pp.
| Introduction
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| 36 pp.
| 12. Forecasting Sales and Developing Budgets
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| 11 pp.
| Case — Wilkins, A Zurn Company: Demand Forecasting
Author(s): Carol Prahinski; Eric Olsen
Ivey ID: 9B06D006
Publication Date: 8/21/2006 Revision Date: 9/16/2009
Product Type: Case
Teaching Note: 8B06D06
Geographic Setting: United States Industry Setting: Fabricated Metal Products Size: Medium Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Planning Information; Uncertainty; Sales Forecasting; Demand Analysis
Major Disciplines: Production and Operations Management
Product Description: The newly promoted inventory manager wonders if there is an easier, more reliable means of forecasting the sales demand. Currently forecasts are based on the plant manager, sales/marketing manager and inventory manager’s knowledge of industry trends, competitive strategies and sales history. He must decide if using statistical forecasting methods would ease the forecasting process and make the forecast more reliable. Students are exposed to different forecasting techniques, including executive opinion, linear regression and time series. The data characteristics include seasonality, trend and random fluctuations.
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| 27 pp.
| 13. Sales Territories
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| 17 pp.
| Case — SALES TEAMS AT LEXMARK CANADA INC.
Barclay DW; Boehnke K
Lexmark Canada is the Canadian arm of Lexmark Inc., the global manufacturer of computer printers and related products. Lexmark Canada had reorganized its salesforce into teams of salespeople to manage regions of Canada. This was a fairly dramaticshift from an individual-based structure and compensation system. There was mixed reaction to the change with the Quebec team recently losing two of its three team members. The case addresses salesforce organization and deployment issues, and the factors that need to be considered in making these decisions. It also demonstrates the linkages between sales management decisions, since in this situation reward andrecognition, recruitment and selection, and training all needed to be revisited. Finally, it highlights the current shift to team selling in many industries.
Ivey Number: 9A98A027
Publication Date: 30/10/1998
Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies
Company Size: Large organization
Event Year Start: 1997
Subjects: Sales Management, Industrial Marketing, Sales Organization, Relationship Management
Functional Area: Marketing
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| V. Evaluating Sales Performance
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| 2 pp.
| Introduction
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| 19 pp.
| 14. Analysis of Sales Volume
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| 24 pp.
| Case — MEGAWHEELS INC.
Author(s): Hardy KG; Robertson DA; Chandrasekhar R
Publication Date: 10/13/2004 Revision Date: 11/1/2005
Product Type: Case
Ivey ID: 9B04A029
Geographic Setting: North America/Europe Industry Setting: Business Services Size: Small organization
Year of Event: 2001 Level of Difficulty: Undergraduate/MBA
Subjects: Market Strategy; Sales Strategy; Information Technology; Opportunity Recognition
Functional Area: Marketing
Product Description: The new chief executive office of a struggling dotcom is faced with high costs and slow revenue generation - sufficient to have burned $Cdn20 million, and profitability was not yet in sight. Fortunately, his venture cap company was still willing toadvance funds and he believed that he could nail down some "elephant" deals to save the enterprise. He had the option of chasing smaller deals for immediate cash. In what priority should he attack his strategic issues, and in particular, what sizeand type of selling opportunities should he pursue.
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| 23 pp.
| 15. Marketing Cost and Profitability Analysis
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| 9 pp.
| Case — INCREDIBLE UNIVERSE
Author(s): Michael R. Pearce; Michelle Kromer
Ivey ID: 9A99A023
Publication Date: 10/27/1999 Revision Date: 1/13/2010
Product Type: Case
Teaching Note: 8A99A23
Geographic Setting: USA Industry Setting: Miscellaneous Retail Size: Large Year of Event: 1995 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Consumer behaviour; Competition; Retail marketing; Profitability analysis
Major Disciplines: Marketing
Product Description: This case provides a detailed description of Tandy Corporation’s Incredible Universe stores from 1992 to 1995: layout, major departments, advertising and promotion, location, staff and customers. These very large consumer electronics stores were launched in the belief that "incredible selection, entertainment and service" would be a formula that customers would love; however, the unprofitable performance of the chain to date raises questions about the future of this venture.
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| 27 pp.
| 16. Evaluating a Salesperson’s Performance
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| 23 pp.
| 17. Ethical and Legal Responsibilities of Sales Managers
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| 4 pp.
| Case — WINSTON LIU, BOOKMAN
Barclay DW; Barnhart S
A new sales representative for an educational book and software company is confronted by a request from a prospect for a “deal”. The request goes against company norms, but not against any firm corporate policy. He is caught on the horns of adilemma which is heightened by the fact that he has not sold a lot recently and needs the commission to survive.This short case can be used to deal with ethical and other issues faced by salespeople.
Ivey Number: 9A99A015
Publication Date: 27/10/1999
Geographic Setting: Canada Industry Setting: Printing, Publishing & Allied Industries
Company Size: Large organization
Event Year Start: 1998
Subjects: Ethical Issues, Sales Management, Incentives, Personal Values
Functional Area: Marketing
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| Back Matter
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| 48 pp.
| Appendix A: Integrative Cases
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| 10 pp.
| Appendix B: Careers in Sales Management
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