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    8 Batch 1 Concord Associates

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    Aman Saxena
    This document contains the responses from the group "Concord and Associates" to questions regarding an evaluation of the salesperson Jose Murray. It finds that Jose worked the fewest days, had the lowest calls per day, highest expenses, most rush orders resulting in complaints. It also evaluates other salespeople, computes helpful ratios, considers potential rebuttals from Jose, and provides a draft formal evaluation narrative for Jose.

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    8 Batch 1 Concord Associates

    Uploaded by

    Aman Saxena
    36 views8 pages
    This document contains the responses from the group "Concord and Associates" to questions regarding an evaluation of the salesperson Jose Murray. It finds that Jose worked the fewest days, had the lowest calls per day, highest expenses, most rush orders resulting in complaints. It also evaluates other salespeople, computes helpful ratios, considers potential rebuttals from Jose, and provides a draft formal evaluation narrative for Jose.

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    This document contains the responses from the group "Concord and Associates" to questions regarding an evaluation of the salesperson Jose Murray. It finds that Jose worked the fewest days, had the lowest calls per day, highest expenses, most rush orders resulting in complaints. It also evaluates other salespeople, computes helpful ratios, considers potential rebuttals from Jose, and provides a draft formal evaluation narrative for Jose.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    36 views8 pages

    8 Batch 1 Concord Associates

    Uploaded by

    Aman Saxena
    This document contains the responses from the group "Concord and Associates" to questions regarding an evaluation of the salesperson Jose Murray. It finds that Jose worked the fewest days, had the lowest calls per day, highest expenses, most rush orders resulting in complaints. It also evaluates other salespeople, computes helpful ratios, considers potential rebuttals from Jose, and provides a draft formal evaluation narrative for Jose.

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    © All Rights Reserved
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    You are on page 1of 8

    GROUP - 8

    Concord and Associates


    Debopriyo Chanda 20PGDM022
    Akshar Khanna 20PGDM069
    Aman 20PGDM072
    Anirudh Gupta 20PGDM076
    Prikshit Chaudhary 20PGDM107
    Sarthak Pundir 20PGDM115
    Vineeth Verma 20PGDM249
    Q1. There is little doubt that there are negative trends in
    regard to Jose’s annual performance. Analyze the data to
    uncover the specific behaviors that contributed to his level
    of performance.
    • Jose has the least number of working days amongst all
    the salesperson which would have contributed to his
    level of performance.
    • Along with working for lowest number of days Jose has
    the least number of calls per day, which is a direct result
    of him having to drive a significantly high number of
    miles per sales call, also not managing the sales calls
    effectively.
    • Jose has the least gross margin amongst all the
    salesperson along with the highest expenses.
    • Another significant factor is the rush orders percentage
    by Jose which is around 10.5 percent which contributes
    to him receiving the highest number of complaints, this
    is caused by Jose giving unrealistic delivery dates to the
    customers and then not able to deliver on them.
    Q2. Are any other salespersons that work for Emily Murray
    having potential problems in any performance areas? If so,
    what are they?

    • Susan, in Los Angeles is having problems with reaching


    her sales quota as she barely missed out on reaching her
    quota of $2800 by only making $2795 of sales.
    • Even after working for 225 days and having made 98
    sales her expenses of $30,200 which is the second
    highest of the six has made it hard for her to make a
    profit.
    • Robert, in New Mexico is also having trouble making
    profit as he barely reached his quota of $2100 by
    making $2110 in sales.
    • It can be seen from exhibit 4 that he has to travel 47.8
    miles per sales call which could be the result of
    inefficient travel routes and scheduling.
    Q3. Based upon the information presented in the case, what
    strategy or approach does jose appear to be taking when
    meeting with his customers?

    • It seems from reading the case that Jose has not been
    following a well-defined strategy for approaching his
    clients.
    • He has promised unrealistic delivery dates to his
    customers which has led him to have the highest
    percentage of rush orders at 10.5%.
    • Due to his unrealistic commitments that he has made to
    the clients, he has also accumulated the greatest
    number of complaints at 16 which are double than any
    other of his fellow colleagues.
    • He is also found at a few places where he approached
    the client without studying the client files in detail and
    on one occasion this also led to them losing a major
    client to their competitor.
    Q4. Compute several ratios discussed in the evaluation
    chapter to help you compare and contrast the six
    salesperson managed by Emily Murray.Are these ratios
    helpful in your evaluation?How so?

    • Bob (San Diego) Quota: 2200:2315


    • Susan (LA) Quota: 2800:2795
    • Omar (Anaheim): 3100:3500
    • Jose (Phoenix/Tucson): 1950:1600
    • Robert (New Mexico): 2100:2110
    • Marites (Simi Valley): 2950:2965

    • The ratios are helpful in a side-by-side performance


    because they allow you to compare two variables and
    spot correlations in the data.
    Q5. What reasons might Jose offer to rebut a negative
    annual performance appraisal? How might Emily Murray
    respond to his rebuttal?
    • Jose can put an argument that he exceeded his quota on
    Product A and that, due to the geographic extent of his
    territory, he had to travel the second most miles each
    sales call which led to lesser sales if he had more time in
    his hand he would have done better.
    • Emily should answer that these are merely excuses, and
    that he plainly did not put in the same amount of effort as
    the rest of the team. Jose has no compelling rebuttals or
    justifications to provide for his underperformance this
    year.
    • Jose could benefit from Emily's advice to be more
    proactive, make more calls, and be at work earlier. This
    would aid in his total production improvement.
    • Rather than focusing on one category, such as Jose's
    strong sales revenue for only one product, this will shed
    light on Jose's low ratings on other crucial performance
    levels.
    Q6. Write a formal narrative to Jose to explain your
    evaluation of his performance. Remember the importance of
    being factual and objective.

    Jose, you have not met your sales quota this year in the
    Phoenix/Tucson district. You were actually short by
    $300,000 or nearly 18 percent. After analysing my
    database, I discovered that of all of our salespeople, you
    worked the fewest days, made the fewest sales calls per
    day, spent the most expenses, and had by far the greatest
    number of complaints. I'm interested in hearing your side
    of the story. Can you please explain yourself?
    THANK YOU

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