Accounting Pinciples
Case Analysis of Arapahoe Pharmaceutical Company
* Problem Statement:
John Ziegler, the district sales manager for the Dallas area of Arapahoe Pharmaceutical Company, as manager only for one year, he faced the challenges with his reps and the logjam he had created as a result of his recruiting activities. In addition, John had to prepare some written comments on the performance of each of his reps for the past year; also he had to decide what to do about the two reps, Jared and Marty. Overall, John saw his problems were really people problems and people opportunities.
* Objectives: Solve the problems between John and his reps, customize available leadership as district sales manager.
* Facts of The Case: * Biographical Note of John In Arapahoe Pharmaceutical a) John had joined Arapahoe Pharmaceutical as a sales rep immediately after graduating from University. b) John’s willingness, personality, and communications skills, plus his superior’s encouragement and guidance, helped him in quickly achieving above-average productivity and allowed him to win a transfer to a greater area. c) John’s superior, Besty, worked regularly with him and delegated to him some of the training of new sales reps. d) A year later he was selected to attend his company’s leadership training program, after that, John was promoted to be district sales manager for the Dallas area.
* Advice
Before took over the position, John was provided further training by company and some advice from the general sales manager Tom Boyle: a) John should give the sales reps in Dallas time to get to know him and he them; b) John would be surprised and disappointed to discover that all the reps didn’t operate with the same level of efficiency that he did not use the same methods he used when he was a rep; c) John shouldn’t try to correct too many deficiencies at one time; d) Telling someone to do something doesn’t necessarily get it done; e)
* Problem Statement:
John Ziegler, the district sales manager for the Dallas area of Arapahoe Pharmaceutical Company, as manager only for one year, he faced the challenges with his reps and the logjam he had created as a result of his recruiting activities. In addition, John had to prepare some written comments on the performance of each of his reps for the past year; also he had to decide what to do about the two reps, Jared and Marty. Overall, John saw his problems were really people problems and people opportunities.
* Objectives: Solve the problems between John and his reps, customize available leadership as district sales manager.
* Facts of The Case: * Biographical Note of John In Arapahoe Pharmaceutical a) John had joined Arapahoe Pharmaceutical as a sales rep immediately after graduating from University. b) John’s willingness, personality, and communications skills, plus his superior’s encouragement and guidance, helped him in quickly achieving above-average productivity and allowed him to win a transfer to a greater area. c) John’s superior, Besty, worked regularly with him and delegated to him some of the training of new sales reps. d) A year later he was selected to attend his company’s leadership training program, after that, John was promoted to be district sales manager for the Dallas area.
* Advice
Before took over the position, John was provided further training by company and some advice from the general sales manager Tom Boyle: a) John should give the sales reps in Dallas time to get to know him and he them; b) John would be surprised and disappointed to discover that all the reps didn’t operate with the same level of efficiency that he did not use the same methods he used when he was a rep; c) John shouldn’t try to correct too many deficiencies at one time; d) Telling someone to do something doesn’t necessarily get it done; e)