Theresa Campana, CEO of the Buckeye Group, is a manufacturer’s agent for three companies that sells different types of software. As a sales agent for Accto Co., Saleco Inc., and Invo Inc., the Buckeye Group is responsible for calling business customers to sell accounting software, sales management software, as well as inventory management software out of Columbus, Ohio. With regards to logistics, according to the case, the Buckeye Group has sold $550,000 of total software, with Campana earning a 10 percent commission from Accto and Saleco, as well as a 7 percent commission from Invo per her dollar value of her final sales. Evidently, Campana’s initial ease of making sales come from her high knowledge of the products, background in business, …show more content…
Recalling her successes before, without a doubt, Campana is quite the adept software saleswoman with the skills and experience to back it up. Further, the case makes it worthy to add that Campana also graduated with a Master’s in Business from a large, Midwestern University. Being so well-experienced would have yielded many connections for the Buckeye Group, and would further build a network that Campana could use in her future endeavors. More importantly, due to her familiarity with the product and software in general, Campana has the significant advantage of already knowing her target market, should she decide to take the marketing job at MetalCoat. Such knowledge would certainly make her transition into the new job easier to …show more content…
While a possible 2 to 5 percent increase in commissions would put more money in her pocket, it would also mean a sacrifice of quality in sales for both her 3 product lines for the Buckeye Group and MetalCorp when time is of the essence. Especially when the bottom line is that, at the core of her successes in business, Theresa Campana is a sales representative, not a marketer. Because her overall available productivity is only at 60% its capacity, from my understanding, it seems that she at least has ample room to make improvements in her current strategy. Firstly, to improve sales, Campana definitely has to devise a plan to build up market penetration in order to acquire new customers. In order to stay competitive, Theresa Campana must create a unique, and aggressive marketing mix to connect with customers. One way she can do so is to perhaps gain feedback from her customers to determine of which software—accounting, sales management, inventory management, or network security—resonates the highest with their needs. If network security is a software need that customers feel should be addressed by the Buckeye Group, then one course of action Campana could take is to not completely cut off ties MetalCoat despite her
In the beginning of March the newly joint corporation, McKesson HBOC started a negotiating process with Oracle Corporation. Unfortunately for McKesson, the negotiations ended without a contract. On April 1 Bergonzi let Hawkins know that he found an offer that could be a good deal. The agreement would require McKessonHBOC to sell $20 million worth of software to Data General, along with a license and a right to return any inventory that was not sold during the period of 6 months. The corporation would also have to help Data General find customers for the product. In return, they could buy $25 millions worth of computer hardware. The contract was signed on April 5 the same year. The senior management thought that backdating the sales and purchases would raise the company's revenues up to the desired levels. In order to cover their actions, the company created a false delivery receipt that showed the date of the delivery as March 31, 1999, while in reality the product was delivered in April. Both, the information about the $25 Million purchase of hardware from Data General as well as the return agreement concealed from the public.
While coaching and developing her consultants she is providing alternatives for acquiring clientele, completing a skin care class that will result in thousands of dollars in sales, and team building.
Read the posted case study about Benita Vasquez and discuss the following questions: 1. What are the clinical causes of death in the story? a. Senora Vasquez died because of uncontrolled diabetes, Infected wound and diffusing kidneys. With not well-controlled diabetes and acquiring an infected burn wound makes it harder for the patient to get treatment. Thus with the condition of the patient and her current social status, she is unable to afford the treatment and medications needed to alleviate her suffering.
A deal with these sales representatives seems like a good idea, they’re experienced and have most likely been doing this for a while. But not only is it illegal, it is strongly against my better judgment. This case is greatly related “value judgment”. It clearly demonstrates an unethical value judgement for me to participate in this deal. It is highly illegal, and wrong for me to steal from my
As the salespeople’s immediate supervisor, it is the primary responsibility of the manager to provide proper training to enhance the salespersons’ effectiveness and improve their skills. Given the importance of having a productive and enthusiastic sales team, the manager needs to develop and manage effective reward and compensation packages to ensure a highly motivated and satisfied sales force. Sales managers also ensure that the company 's standards of professionalism, image, and branding are consistent with the sales team’s interaction with company customers. The manager 's presence also makes customers feel valued as well as provide credibility on behalf of the company (Pilling, Donthu, & Henson,
Dusten Brown proposed to Christina Maldonado in December of 2008. At that time, they did not know they were going to be expecting their first child together. In January of 2009, Christina informed Dusten of her pregnancy. Dusten asked Christina if they could move the date of marriage closer so they could be married before the birth of their new baby. Dusten refused to support Christina financially until after their marriage, which never happened. Soon after, their relationship spiraled into disaster and the couple split up. Left to take care of herself in addition to her unborn child, Christina had a tough decision to make.
At nine fifteen there was a sales meeting, sales associates meet to discuss sales calls and sales revenue. Associates talk about different venues to sell to, states commission and also talk about different companies and corporation they sell to or try to sell to. Each sales associate spends about three to four minutes each discussing sales about previous week, commissions ranging from $40.00 to $8000.00.
Premise 2 focuses on Patricia Churchland’s philosophy on case based reasoning regarding making social decisions about what ought to be done. Decisions an individual may face can derive from a varying number of social scenarios. It can be about what the individual ought to do for themselves, what their loved ones ought to do, or even what their community and nation should do when faced with a choice. Patricia Churchland believes that the best way a rational being makes these decisions is through case based reasoning. Case based reasoning involves relying on memories and experiences to evaluate a setting and make a sensible decision as to what to do. By using case based reasoning, people can know when to best use traits such as kindness or
Ulinski, Michael. "AN ANALYSIS OF SMALL COMPANY FRAUDS AND." American Society of Behavioral Society. Dept of Business, Pace University. 05 Feb. 2008.
Mrs. Andreotti is an 87 y.o female seen at home for an initial visit at the request of ARNP Garrison, I am asked to see this patient to assist with symptom management and exploration of palliative treatment options in the setting of the patient's complex medical illnesses. A review of the medical records indicates that the patient suffer from multiple medical illnesses including advanced Alzheimer's, chronic Afib manage with medications and xarelto, chronic anxiety, chronic agitation, chronic depression, and chronic hyperlipidemia.At today's visit she is accompanied by her daughter. She is awake and alert. The daughter states that the patient was recently evaluated by hospice by not admitted due to a prognosis of greater than 6 months. The
Regions are divided into branches and sales teams covering specific customer industries and sectors. Martha Pauley, a Branch Manager, manages multiple sales teams in the Northeast Region. Previously branches sold all products in a specific city/area; branches are now tasked with selling one product group over a much larger geographic area (Dynacorp Revisited, 2005: M-2, 86). The sales ...
Mary Kay Cosmetics is a company known for providing women with exceptional opportunities for professional achievement and economic success and rewarding women for their success. Mary Kay Cosmetics uses several programs to motivate, recognize, and develop its beauty consultants, which include recognition in a monthly magazine, annual events, gifts and prizes and most importantly, financial incentives. At the heart of the financial incentives Mary Kay provides is the three car programs offered to beauty consultants at different stages of their career. The car programs have proven to be effective motivators; however the costs to the company have skyrocketed as the number of car winners as a percentage of beauty consultants has doubled, despite increases in program qualification requirements. The VIP car program is the main cause of concern for May Kay because of the large number of leased VIP cars, high interest rates and insurance premiums, and large losses on cars in service for short periods of time. Mary Kay's top management is now faced with finding a solution to rising program costs of their powerful incentive plan while maintaining sales force moral and motivation. The key issues that must be considered in finding a solution to the high costs of Mary Kay's Marketing Plan are how beauty consultants will respond to changes in the incentive plan and how implementing the necessary changes will affect the sales force.
Rosa Lee Cunningham is a 52-year old African American female. She is 5-foot-1-inch, 145 pounds. Rosa Lee is married however, is living separately from her husband. She has eight adult children, Bobby, Richard, Ronnie, Donna (Patty), Alvin, Eric, Donald (Ducky) and one child who name she did not disclose. She bore her eldest child at age fourteen and six different men fathered her children. At Rosa Lee’s recent hospital admission to Howard University Hospital emergency room blood test revealed she is still using heroin. Though Rosa Lee recently enrolled in a drug-treatment program it does not appear that she has any intention on ending her drug usage. When asked why she no longer uses heroin she stated she doesn’t always have the resources to support her addiction. Rosa Lee is unemployed and receiving very little in government assistance. She appears to
The Case of Mary Jane Mary Jane has come to counseling for guidance on her cannabis use. Mary Jane has been using cannabis since she was younger, however within the last ten years she has been using cannabis heavily. She explains, her use of cannabis use to just be a weekend thing for fun, but now is more of an uncontrolled habit. Mary Jane has been using a large amount of cannabis daily, since her body has become tolerant. Recently within the last three months, Mary Jane has been experiencing difficulty concentrating, paranoia, rapid heart rate, and panic attacks.
Happy Chips, Inc. is faced with a serious problem, with only having one mass merchandise customer called “Buy 4 Less” being unhappy with the company’s operating performance. Buy 4 Less had several problems cited including frequent stock outs, poor customer service responsiveness, and high prices for the products being supplied. Buy 4 Less came up with solutions they think seem fit to fix the problems they found with Happy Chips, Inc. and if Happy Chips, Inc. wishes to remain a supplier to their company they will have to incorporate these changes. The problem however with this scenario, is that employees of Happy Chip, Inc. are not happy with the demands Buy 4 Less has bestowed upon them which include providing direct store delivery four times a week instead of three, installing an automated order inquiry system to increase customer service responsiveness, and decreasing product prices by 5%. Even though the easiest thing for Happy Chips, Inc. to do is to agree to the changes Buy 4 Less wants them to do, Wendell Worthmann, the manager of logistics cost analysis doesn’t agree to the changes right away. The main problem with this case is that Buy 4 Less is Happy Chips, Inc. one and only mass merchandise customer that accounts for 400,000 annual unit sales and 12% of annual revenue. With the mass merchandise segment having such a high profit potential, Happy Chips, Inc.