Jim Black
Jim Black: Sales Representative
by Steven L. McShane University of Western Australia Perth, Australia
This case may be used by current adopters of: S. L. McShane & M. A. von Glinow, Organizational Behavior, 3rd ed. (Boston: McGraw-Hill, 2005); S. L. McShane Canadian Organizational Behaviour, 5th ed. (Toronto: McGraw-Hill Ryerson, 2004); S. L. McShane & T. Travaglione, Organisational Behaviour on the Pacific Rim, 1st ed. (Sydney: McGraw-Hill Australia, 2003) Copyright © 1995. Steven L. McShane.
Jim Black: Sales Representative
Jim Black: Sales Representative
By Steven L. McShane, The University of Western Australia
Jim Black impatiently drummed the steering wheel and puffed a cigarette as his car moved slowly northbound along the Parkway. Traffic congestion was normal in the late afternoon, but it seemed much heavier today. In any event, it was another irritation that was going to make him late for his next appointment. As a sales representative at Noram Corp., Jim could not afford to keep clients waiting. Sales of compressed oxygen and other gases were slower during this prolonged recession. Other compressed gas suppliers were eager to grab new accounts and it was becoming more common for clients to switch from one supplier to another. Jim pressed his halffinished cigarette against the ash tray and accelerated the car into another lane. Buyers of compressed gases knew that the market was in their favor and many were demanding price discounts and shorter delivery times. Earlier in the week, for example, one of Jim's more demanding customers telephoned for another shipment of liquid oxygen to be delivered the next morning. To meet the deadline, Jim had to complete an expedited delivery form and then personally convince the shipping group to make the delivery in the morning rather than later in the day. Jim disliked making expedited delivery requests, even though this was becoming increasingly common among the reps, because it often delayed shipment of
by Steven L. McShane University of Western Australia Perth, Australia
This case may be used by current adopters of: S. L. McShane & M. A. von Glinow, Organizational Behavior, 3rd ed. (Boston: McGraw-Hill, 2005); S. L. McShane Canadian Organizational Behaviour, 5th ed. (Toronto: McGraw-Hill Ryerson, 2004); S. L. McShane & T. Travaglione, Organisational Behaviour on the Pacific Rim, 1st ed. (Sydney: McGraw-Hill Australia, 2003) Copyright © 1995. Steven L. McShane.
Jim Black: Sales Representative
Jim Black: Sales Representative
By Steven L. McShane, The University of Western Australia
Jim Black impatiently drummed the steering wheel and puffed a cigarette as his car moved slowly northbound along the Parkway. Traffic congestion was normal in the late afternoon, but it seemed much heavier today. In any event, it was another irritation that was going to make him late for his next appointment. As a sales representative at Noram Corp., Jim could not afford to keep clients waiting. Sales of compressed oxygen and other gases were slower during this prolonged recession. Other compressed gas suppliers were eager to grab new accounts and it was becoming more common for clients to switch from one supplier to another. Jim pressed his halffinished cigarette against the ash tray and accelerated the car into another lane. Buyers of compressed gases knew that the market was in their favor and many were demanding price discounts and shorter delivery times. Earlier in the week, for example, one of Jim's more demanding customers telephoned for another shipment of liquid oxygen to be delivered the next morning. To meet the deadline, Jim had to complete an expedited delivery form and then personally convince the shipping group to make the delivery in the morning rather than later in the day. Jim disliked making expedited delivery requests, even though this was becoming increasingly common among the reps, because it often delayed shipment of