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Please do Step 3 and 4 and pull the information you need from the case study attatched. Please pay close attention to the instructions.
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SALES MANAGEMENT CASE: SUMMER C 2023
Getting started . . . a few important notes
1. Please note that the company and products used in this case is not a real company. The names used in the case are
not real and made up.
2. To assist you in your work refer to the canvas module titled: Sales Management Case Reference and Tools.
3. Live with the case the entire semester. Know it inside and out.
4. Before conducting the work for each step, read it thoroughly to make certain you perform all that is asked.
——————————————————————————————————————————————————————-You have been hired as the new sales manager for THE YUMMY ICE CREAM COMPANY
The CEO, Mr. Jonathan Fitzjarrell (photo to the left), hired you because you portrait the qualities of a
sales manager. With that comes high expectations. Mr. Fitz (he likes this shortened version of his name) is giving you 16
weeks, using a 7 Step Sales Management Process, to build a new sales organization that will meet or exceed the revenue
growth targets of the company. However, you are inheriting issues: people, strategies, internal weaknesses, and other
barriers that have been hindering revenue growth over the past three years. Your immediate focus will be to fix the sales
organization and deliver significant revenue growth. You will be required to think deeply, make critical judgments and
decisions and provide reasoning for your decisions. After completing the 7 step process, Mr. Fitz will approve your proposal
for the new sales organization and how it will generate the revenue growth expected.
In a recent meeting of all department leaders on August 21st, 2023 and at your first meeting with the company, Mr. Fitz
made this statement to the sales organization regarding the start of the 2024 planning process:
“The ice cream business continues to get more competitive. We face pricing, profit, and revenue challenges. We are small
compared to companies like Nestle and Unilever. But we have an opportunity to grow, creating a larger revenue stream and
doing it more profitably. We must be creative. I am asking the marketing team to create new products that excite
customers. I am asking the supply chain team to find more efficient ways to ship our product to our customers. I am asking
the sales team to find revenue growth with existing customers, new customers, new channels of distribution, and effective
ways of promoting our product with our key customers. Bottom line, we need the sales team to plan growth of +$10million
in 2024.”
As the new sales manager, you need to know as much as possible about the current situation at THE YUMMY ICE
CREAM COMPANY. The following information provides you with everything you will need to know about the
current state of the company and sales organization. Dig in and gain a deep knowledge of what you are facing as the new
sales manager. You will need this information to execute the 7 Step Sales Management Process.
THE YUMMY ICE CREAM COMPANY manufactures, markets, sells and distributes ice cream products in
the Southeast, Mid-South, and Southwest United States. Its headquarters is located in Dallas, Texas. It has two factories,
one in Tupelo, Mississippi and the other in Clovis, New Mexico.
Note: YUMMY ICE CREAM is only sold and distributed in the area within the yellow
borders.
Under the YUMMY brand name, product package design and sizes is standard: Pints and Half Gallon.
YUMMY competitors are abundant and are both national and regional in scope:
In most of region
Florida, Texas
Georgia
New Mexico, Arizona
In entire region
YUMMY also competes with private label brands, products made specific for major retailers (Examples):
HEB in Texas
Publix in Florida
Albertson’s in NM and Arizona
The company competes in the packaged ice cream category.
Sales Managers need to gain knowledge of the market to aid them in making the best strategic sales decisions. The
following provides information on the packaged ice cream industry. Please review them prior to beginning the sales
management process. Much of what you see here will influence your decisions.
YUMMY 2023 Projected Revenue: $100million
Ice Cream Industry Segmentation
Ice cream is a sweetened frozen food typically eaten as a snack or dessert.
The ice cream market is segmented based on product type, category, distribution channel, and geography. By product
type, the market is segmented into impulse ice cream, take-home ice cream, and artisanal ice cream. By category,
the market is segmented into dairy and non-dairy. By distribution channel, the market is segmented into on-trade
and off-trade. Off-trade is further sub-segmented into supermarkets/hypermarkets, convenience stores, specialist
stores, and other distribution channels.
YUMMY is take home, dairy and supermarkets.
Ice Cream Production
In 2021, ice cream makers in the U.S. churned out more than 1.3 billion gallons of ice cream.
The ice cream industry has a $13.1 billion impact on the U.S. economy, supports 28,800 direct jobs, and generates $1.8 billion in direct
wages, according to IDFA’s Dairy Delivers®.
The majority of U.S. ice cream and frozen dessert manufacturers have been in business for more than 50 years and many are still familyowned businesses.
July is the busiest month for ice cream production when nearly 3/5 of all ice cream is produced, followed by June and May.
Ice Cream Marketing
Families are the primary customer group for ice cream retailers.
Ice cream marketing is primarily done on a local or regional level.
While ice cream makers say they are seeing increased demand for non-dairy ice creams and plant-based ingredients, consumers rank
these at the bottom of the list for most-consumed types of ice cream and frozen desserts.
Premium and regular ice cream is 80% of the market, according to ice cream makers.
Two-thirds of ice cream makers say they already use or plan to incorporate more sustainable packaging solutions.
Ice Cream Sales
The average American eats roughly 20 pounds of ice cream each year, or about 4 gallons.
Fortune Business Insights estimates the global ice cream market will reach $97.85 billion in 2027, up from $71.52 billion in
2021—a 37% jump in less than a decade due to the world’s craving for ice cream.
Consumption
The average American consumes approximately 23 pounds of ice cream and related frozen desserts per year.
Regular ice cream is the most popular category of frozen desserts.
Source: International Dairy Foods Association
Relevant Facts
Ice cream market is projected to grow at a CAGR of 5.20% in forecast period, 2022-2029
Retailers report that premium ice cream is most popular with their consumers, while ice cream manufacturers report that regular ice
cream, the kinds usually sold in supermarkets, are most popular with consumers.
Time of year matters when it comes to ice cream. The summer months of June and July are the busiest months for ice cream production
and transportation.
Ice cream is big business. It contributes $39 billion to the U.S. economy and creates nearly 200,000 jobs across the country.
Many ice cream companies are family-owned businesses and have been around for more than 50 years.
Families are the primary consumers for ice cream retailers
Ice cream marketing is usually done at a regional or local level
Distributing Ice Cream Options
Direct to Warehouse: Ice Cream manufacturers ship directly to a retailer warehouse if the retailer has the capability to warehouse it
Direct Store Delivery: Ice Cream manufacturers ship product to individual stores either with their own trucks or contract ice cream
distributors to deliver the product. This method is ideal when retailers cannot warehouse ice cream.
Below is a look at the current CORPORATE level situation at YUMMY ICE CREAM COMPANY
Corporate Revenue
2021:
2022:
2023 Estimated:
2024 Targeted:
2025:
2026:
$95 million
$97 million
$100 million
$110 million
$120 million
$130 million
The targeted growth of $10million (+10%) in 2024 is aggressive (industry projected growth is 5.2%) but a must to remain
competitive. Mr. Fitz is willing to invest heavily in the sales organization enabling them to become a high performing and
effective team. New strategies, support systems and maybe even new people, will be expected.
Corporate Profit
The company strives to reduce costs while increasing revenue. Mr. Fitz targets 18% net profit each year. How does sales
play a role? Gain a $10million increase in revenue in 2024 less Mr. Fitz’s heavy investment in your organization, the
company will reach the 18% target.
YUMMY ICE CREAM COMPANY corporate structure
Explanations for each function
Sales Manager: Responsible for sales revenue growth and the management, development, and training of six
sales representatives.
Merchandising Manager: This team is responsible for visiting stores that sell our products. The team helps
customers put our products on the shelves, rotate the product for freshness, hels build displays, and supports
in-store promotions. They also build planograms. Planograms are diagrams or models that indicate the
placement of retail products on shelves to maximize sales.
Supply Chain Manager: Responsible for distribution of products from the warehouse to the customer. Because
the product is sensitive to spoilage risks during shipping, the department manages a distribution network (3rd
party) assisting the company in the careful, quality delivery of products. This department works closely with
production. They depend on the most accurate forecast from the sales organization.
Finance Manager: Responsible for all company finances including accounting processes (balance sheets and
payment records) and budget planning, allocations, and management.
Marketing Manager: Responsible for all marketing related activity to include promoting our brands using
selected media, providing funds for the sales team to promote products with customers and building new
products.
HR Manager: Responsible for all human resource related activity (Hiring, onboarding, and termination),
training, and keeping up with the development of employees. One of the HR managers is a legal expert.
Production Manager: Responsible for the value chain. It begins with buying the raw materials from preferred
vendors, warehousing and manufacturing, testing, and ends with staging (packing) the product for delivery to
our warehouse in Dothan, Alabama. They work closely with the supply chain. They depend on the most
accurate forecast from the sales organization.
IT / Data: Provides technical support for all departments. This includes enhancements and new technologies for
efficiency and effective work. Also includes technical training. In addition, the department supports all functions
with data relating to company goals and strategies as well as data within each department. For example, this
department supplies the sales team revenue data, revenue lifts, sales by region.
Current Strategies and Facts of selected functions within the organization
Marketing
Minimal advertising externally (Some radio and industry print publications) because of their strong belief of
spending money directly with customers. This may be good for the sales team but without external marketing, what
will draw people into your customer’s stores? The most frequent type of in store advertising executed is in store
flyers and instant in store redeemable coupons. The marketing team does not support Buy 1 Get one free events.
Budgets retail customers an annual promotional allowance of 5 percent (of previous year’s sales revenue) to
advertise their product in store. If a customer’s sales revenue of our product last year was $10 million, we have the
opportunity to spend $500,000 the next year with the customer to promote our products in their stores.
Supply Chain
We have distribution of our product in 90 percent of all supermarket stores in the southeastern US region.
The distribution center is in Dothan, Alabama, next to the production facility.
We use two types of vehicles to distribute our products; semis and floaters.
Strategy is to deliver product on time to all customers (The goal is a minimum 90 percent on time delivery rate)
Semi for larger customers and longer hauls
Floaters for smaller customers and short hauls
We use 3rd party DISTRIBUTORS to help use get product shipped to rural areas and customers who
prefer what is called, “direct store delivery”. Instead of shipping our product to store warehouses, we may choose
to use these distributors to ship to each store directly.
NOTE: This is a critical element of YUMMY’s business. See how customers receive product by reviewing, The Sales
Organization’s CUSTOMER overview, later in the case.
Supply Chain Facts:
+ Product shipped to customer warehouses and customers use their own trucks to ship from their warehouses to their stores:
Spoils rate 11%. This means that 11% of all product shipped to customer warehouses spoil. We pay half of what was spoiled.
+ Product shipped using “direct store delivery”: Spoils rate 3%. We pay half of what was spoiled.
Finance
Meet sales promotion activity ROI at 15 percent ($ Promotional spend with customer / Incremental $
sales or lift from promotion: Example . . . $100,000/$1,500,000 = 15 percent)
Each customer contributes at least 20 percent bottom line contribution margin.
Example:
Sales
Cost of Goods (Fixed at 50%)
Cost of Promoting with Customer
Cost of Distribution (Fixed at 20%)
Contribution Margin
$10,000,000
$ 5,000,000
$ 1,000,000
$2,000,000
$2,000,000 (20 percent)
YUMMY ICE CREAM COMPANY SWOT Analysis
A SWOT (strengths, weaknesses, opportunities, and threats) analysis is a framework used to evaluate the company’s
competitive position and to develop strategic planning. The SWOT analysis assesses internal and external factors, as well as
current and future potential.
Below is the current “corporate level” SWOT analysis for YUMMY ICE CREAM COMPANY. Later, you will be
exposed to a specific Sales Organization SWOT analysis.
Let’s take a look at the sales organization you are inheriting as the new sales manager.
YUMMY ICE CREAM COMPANY sales organization structure
Territory $ Revenue:
$23 million
$18 million
$15 million
$12 million
$21 million
Number of Customers:
10
10
7
8
10
6
Number of Ice Cream Distributors:
2
2
1
3
4
4
High
High
Low
Low
Growth Potential:
Moderate
$11 million
Moderate
Growth potential definition
Growth potential is based on a three-level scale. High denotes a significant opportunity for revenue growth with existing customers (additional devices and longer
contracts) as well as prospective untapped customers. These territories are labeled strategic and investment opportunities exist. Moderate means an opportunity for
growth but not as substantial as those designated as high. These territories tend to be labeled maintenance meaning keep doing what we are currently doing. Low entails
little or no growth opportunities. We call these territories non-strategic. Little or no investment is applicable.
High level Overview of the Sales Organization
•
•
•
•
•
All the territory sales representatives are based in their homes within their assigned territory.
Each territory sales representative manages customers within their territory. They are equipped with training, a
budget to travel and money to spend with customers to promote our product.
There are no specialization roles within the current sales organization.
Virtual meetings are held monthly. Meetings review what is currently happening and why.
The focus is servicing and growing the existing customer base.
Current Sales Strategies
The current sales strategies are weak and do not address ways of improving efficiency and effectiveness and drive revenue.
The CEO has asked you to ignore the current sales strategies. Instead, he is asking that you proceed with Steps 1
and 2 of the sales management process.
Below is the current “Sales Organization” SWOT analysis for YUMMY ICE CREAM COMPANY.
Sales Organization / Salesperson Performance Assessment
The previous sales manager used a certain skill criterion to measure the performance of each sales representative.
Below is the most recent performance assessment of the current sales team using the criteria:
Note that although some territory sales representatives are performing at higher levels than others do not call for criticism
of lower performers and their overall score. Keep in mind, the skills listed above are the skills the previous manager was
using. For your new organization and what you need to accomplish to grow revenue, newer and more relevant skills may be
necessary for your team to be successful. https://www.templetonparker.com/single-post/The-10-Skills-Employees-inMedical-Device-Sales-Need, https://www.zippia.com/medical-sales-representative-jobs/skills/
—————————————————————————————————————————– —————————————–
The Sales Organization’s CUSTOMER overview (Important information to know)
Your customers think and talk a specific language your salespeople need to understand. Below are terms used by your retail
customers when measuring business performance and the strategic decisions they must make:
1. Sales Revenue
Sales revenue is the income received by a store from its sales of products in the store and in particular, by each department
2. Merchandising
Merchandising is any practice which contributes to the sale of products to a retail consumer.
At a retail in-store level, merchandising refers to displaying products that are for sale in a creative way that entices
customers to purchase more items or products.
3. Shelf Space
Shelf space is allocated to products. For example, a retail store may apportion 3 12 foot shelves for cereal. The intent is to
make the most use out of the space, giving room to various products.
4. In Store Sales Promotions
A sales promotion is an in-store event for a specified and limited period to increase awareness, generate interest and lead
to a purchase. The intent of an in-store sales promotion is to gain incremental sales revenue. Examples of in store
promotions are sampling, Buy One Get One free, 2 for $3, and in store coupons.
5. Profit Margin
A product’s profit margin tells you how much the product sells for above the actual cost of the product itself. If a product
costs the customer $1.00 and the retail price is $1.59, their profit margin is $.59 per unit or 37.1%.
6. Product Turns
Product turns is how fast or slow a product sells off the shelf and through the front check out scanner at a retail store. For
example, if 12 units were put on the shelf on Monday and all 12 sold through the checkout scanner by Sunday, we can say
that product turns of that product are 12 turns per week.
Your customers and buyers are seeking salespeople with the following skills:
1. Bring New Perspectives and Ideas
If customers could diagnose their own problems and come up with workable solutions on their own, they would do so. The
reason that they’re turning to you and your firm is that they’re stuck and need your help. Therefore, you must be able to
bring something new to the table.
2. Be Willing to Collaborate
Customers absolutely do NOT want you to sell them something, even something that’s wonderful. They want you to work
with them to achieve a mutual goal, by being responsive to the customer’s concerns and ways of doing business. Ideally,
customers want you to become integral to their success.
3. Have Confidence in Your Ability to Achieve Results
Customers will not buy from you if you can’t persuade them that you, your firm, and your firms offerings will truly achieve
the promised results. It is nearly impossible to persuade a customer to believe in these things unless you yourself believe in
them. You must make your confidence contagious.
4. Listen, Really Listen, to the Customer
When they’re describing themselves and their needs, customers sense immediately when somebody is just waiting for a
break in the conversation to launch into a sales pitch. To really listen, you must suppress your own inner voice and forget
your goals. It’s about the customer, not about you.
5. Understand ALL the Customer’s Needs
It’s not enough to “connect the dots” between customer needs and your company’s offering. You must also connect with
the individuals who will be affected by your offering and understand how buying from you will satisfy their personal needs,
like career advancement and job security.
6. Help the Customer Avoid Potential Pitfalls
Here’s where many sellers fall flat. Customers know that every business decision entails risk but they also want your help to
minimize that risk. They want to know what could go wrong and what has gone wrong in similar situations, and what steps
you’re taking to make sure these problems won’t recur.
7. Craft a Compelling Solution
Solution selling is not dead. Customers want and expect you to have the basic selling skill of defining and proposing a
workable solution. What’s different now though is that the ability to do this is the “price of entry” and not enough, by itself,
to win in a competitive sales situation.
8. Communicate the Purchasing Process
Customers hate it when sellers dance around issues like price, discounts, availability, total cost, add-on options, and so
forth. They want you to be able to tell them, in plain and simple language, what’s involved in a purchase and how that
purchase will take place. No surprises. No last-minute upsells.
9. Connect Personally with the Customer
Ultimately, every selling situation involves making a connection between two individuals who like and trust each other. As a
great sales guru once said: “All things being equal, most people would rather buy from somebody they like… and that’s true
even when all things aren’t equal.”
10. Provide Value That’s Superior to Other Options
And here, finally, at the No. 10 spot (below everything else) comes the price and how that price compares to similar
offerings. Unless you can prove that buying from you is the right business decision for the customer, the customer can and
should buy elsewhere.
Customer Profile / Where we currently sell our product and where we get our sales revenue.
Customers from left to right represent rank highest to lowest sales revenue customers for YUMMY ICE CREAM
COMPANY In each territory.
*To see a list of all supermarkets/other retailers in each state, go to http://supermarketpage.com/supermarketlist.php
YUMMY ICE CREAM COMPANY Top Five Highest Revenue Customers
(These customers contribute 50% of the $100 million company revenue!)
This
$14 million
$11 million
$10 million
$8 million
$7 million
Can YUMMY ICE CREAM be sold in other channels of distribution besides supermarket?
What do you think?
Others?
Convenience Stores
Club Stores
———————————————————————————————————————————————————The Retail Customer’s Voice
The sales team needs to know how customers feel about the service provided by the company and the sales organization.
YUMMY ICE CREAM COMPANY most recent customer OVERALL combined assessment results:
What top management at our customers tell every company they do business with . . .
“Salespeople need to be “consultants” bringing us problem solving solutions by using their internal expertise and resources.
Customers want to defeat eroding margins and grow category sales leveraging the strength of brand equity, strong
marketing campaigns and shopper satisfaction”.
Distributors feedback working with YUMMY ICE CREAM COMPANY
The Sales Management Process
Your proposal to the CEO will follow the sales process within the course required book, “ Building A Winning Sales Force”. It
is important that you take time to search the internet for additional and credible information about the industry.
Each step will be explained with guidelines and hints to guide you through your decision making
STEPS 1 AND 2: DIAGNOSE & BUILDING A STRATEGIC SALES PLAN
(35 points total)
The first step in the Sales Management process is to diagnose what is currently happening in the company. This step is
critical for decision making in Step 2. It is important you deeply review the entire case. It is highly recommended that you
print the case and as you review it, highlight and make notes.
Review the entire case. The SWOT analysis for both the company and your sales organization will provide worthy
information. However, you must go beyond the SWOT because the case provides essential information that will be of value
to you.
Step 1 Diagnosis
As the new Sales Manager, you will be conducting a diagnosis of the current company and sales
organization scenario. Your concern as a sales manager is “what is happening (or not happening)
that may hold you back to grow sales revenue? What is the sales organization doing well now and
continue doing that I can leverage to grow sales revenue?
Part A (10 points): Based on your deep review of the company’s current situation, what sales related impacts*** concern
you? Why? What are the consequences if it continues? An example of a concern of yours could be . . . “I am concerned
about the lack of quality training because my sales team needs to be more influential with our customers and close longer
term contracts. It does not appear that we are investing in training that is critical to today’s sales environment. If we do not
train to current methods, we will fall behind our competition, risk credibility with our customers and see revenue continue to
decrease”.
***A sales impact is a situation that although it may be an issue within another department of the company, it impacts
sales. For example, if supply chain is not shipping product to customers on time, this is a supply chain issue that “impacts”
sales. If this issue is not fixed, customers will begin to look to other suppliers for products! Thus, a loss of revenue.
Provide at least 15 concerns. Feel free to provide more than 15. The more you know, the better positioned you will be to
complete Step 2 of the sales management process. Do not copy and paste content directly from the case. The CEO is
looking for your own interpretation. Do not write your diagnosis in a paragraph format. Use numbers (1, 2, 3 . . .) and
provide at least 4-5 clear, comprehensive sentences for each concern. Points will be deducted if you do not follow these
instructions.
Part B (5 points): The Company and Sales SWOT and other sections of the case identify current strengths. From what you
learned about the company and sales organization in the case, what current strengths existing today can you build on and
leverage to help drive revenue? Why? An example of a strength you can leverage and why could be . . . “Marketing
currently provides high impact tools to help us make a greater impact with our customers. As a result, we have an
opportunity to sell solutions instead of individual products”. Provide at least 5 strengths you can leverage to grow revenue.
Feel free to provide more than 5. Do not copy and paste content directly from the case. The CEO is looking for your own
interpretation. Do not write your diagnosis in a paragraph format. Use numbers (1, 2, 3 . . .) and provide at least 3 -5 clear,
comprehensive sentences for each strength. Points will be deducted if you do not follow these instructions.
For Parts A and B, use the exact format below:
Step 1 Part A Concerns
My Concerns
Why it is a concern
The consequences if it continues
1-15
Step 1 Part B Strengths to Leverage
Strengths to Leverage
How to Leverage
1-5
Step 2 Building a Strategic Sales Plan
Once you have completed your diagnosis (Step 1), you will be constructing your strategic sales plan.
You will review your concerns and identified strengths and translate them into strategies. Before
you begin, review the content below that will help you build strategies that are clear, concise and
impactful.
1. Strategies support corporate goals.
They describe WHAT will be done, HOW it will be done, its benefit and what it will deliver (revenue contribution toward
short term needs and long term benefits). Use the example below as your template to build each strategy. Make sure you
note the WHAT, HOW, BENEFIT and what it will deliver in each strategy as shown in the example below:
“We will build a new sales training program (WHAT) with specific emphasis on selling solutions to our customers. The
training will include how to construct a compelling solution to customer problems, ask pertinent questions and close the
sale. (HOW). The training will improve salesperson’s effectiveness resulting in closing longer term contracts. (BENEFIT). This
strategy will contribute at least $2 million in increased sales revenue (what it will deliver).”
2. Strategies could be built to solve other issues.
We will conduct more meetings (WHAT) within our sales organization and invite other functions like marketing and supply
chain where we see the need. Meetings will be conducted monthly at our Atlanta headquarters with an agenda to include
(1) current state of the business (2) high priority issues and (3) solutions to the issues. At each meeting, we will hold one
valuable skill training module. The meeting will end in a list of actions we will take to solve an issue. (HOW). The meetings
will improve salesperson’s effectiveness and efficiencies resulting resolving issues quicker and seeing positive results faster.
(BENEFIT). This strategy will contribute at least $550,000 in increased sales revenue (what it will deliver).”
The example above includes the need for more training (At each meeting, we will hold one valuable skill training module),
better communication and engagement with other functions of the organization (and invite other functions like marketing
and supply chain where we see the need) and quicker resolutions so that we see immediate sales revenue benefits.
3. Sales strategies need to be “sales” strategies.
As a sales manager, there are concerns you have no control over because it is the responsibility of another function within
the organization such as marketing or supply chain. As a sales manager, you cannot create a strategy such as “to introduce
a new advertising campaign that creates more demand and trial of our product”. This is a marketing role. However, as a
concern of yours, for example, a lack of impactful advertising to convince customers like Publix to put your products in their
stores, it holds you back from growing revenue. Again, as a sales manager you cannot build this as your sales strategy,
however, you could build a strategy that suggests sales having significant impact in building a stronger ad campaign. The
strategy might go something like this:
“We will build a process with specific emphasis to an impactful social media campaign with the marketing team. The
campaign will include how to construct a compelling message not only to consumers, to our customers as well. The message
will position us to create awareness and demand with potential shoppers and credibility with and support from our
customers. The process will include tasks identified collectively and completed by both the marketing and sales teams. This
strategy will contribute at least $2 million in increased sales revenue”.
Even though this initiative is deemed a marketing one, you can decide to make it one of your sales strategies because it
needs sales input to provide insight and decision making from a customer’s point of view. After all, it is your sales team that
works closest to customers like Walmart and Publix. Having customer input on how to define a strong ad campaign is
priceless!
4. Strategies contribute to resolving current issues (inefficiencies and ineffective practices) but have long term benefits
For example, an immediate need could be to expand our distribution base beyond just supermarkets. This may fix a short
term sales revenue need because selling product beyond supermarkets such as in convenient stores and club stores, it
would provide new and quick sales revenue for us. The long term benefit is, as these new channels of distribution and
customers mature, we can invest in them and grow longer term sales revenue growth.
ARE YOU READY?
Building a Strategic Sales Plan is the most important step in the sales management process because the decisions you
make in Steps 3 through 7 will always link back to the plan. You will see why as we progress through the process. The
strategic sales plan will guide your sales team toward revenue growth. SPEND TIME ON THIS ASSIGNMENT!
Part A (15 points): Using your diagnos
