Simsales Complete Document

PhisoTech
Tomorrows Innovations Today

1
THE PHISOTECH STORY
THE COMPANY
Background:
PhisoTech, a fictional company, is a pharmaceutical supply company that manufactures and
markets the Patcha medicated adhesive product using patented skin interface technology.
The use of medical patches for treating a variety of problems, such as smoking cessation and
even birth control, has been widely accepted by doctors and patients alike, resulting in a
multi-million dollar market for the category. Although PhisoTech competes in the enormous,
fiercely competitive, over-the-counter (OTC) medication market, it is one of the few that
manufactures medicated patches. The company has thus managed to carve out a respectable
niche. In fact, PhisoTech is what some analysts have called a small, but promising cog in a
mammoth machine. Weve fought hard just to stay afloat, says CEO, Lyndon Shriver.
Shriver, a veteran sales and marketing professional with some of the Midwest's major players
in the health care industry, was hired in 1996. Under Shriver's dynamic leadership, the
company has been transformed from a tired old medical supply company with a patented, but
lacklustre adhesive product, to an appealing contender in the medical field with an
innovative, topical patch that people can buy without a doctor's prescription. PhisoTech is a
publicly held company whose stock is traded locally, over the counter. The current stock
price $3.00 a share.
Industry Overview:
The pharmaceutical industry is a $300 billion business and is comprised of the world's largest
drug companies. The top three drug categories are ulcer medications, cholesterol treatments,
and antidepressants, with ulcer medication, Prilosec, the world's best-selling drug (over $6
billion in sales in 2000). Analysts note that the US currently has the largest worldwide market
share, and with improved living standards and health care systems globally, the demand for
medication will increase substantially. Furthermore, with the over-65 market (who consume
three times more medication than younger populations) reaching 690 million by 2025, the
demand for drugs is expected to climb exponentially. Within the pharmaceutical industry,
over-the-counter medications represent a $2 billion market, of which the patch market
accounts for only a fraction. However, analysts have identified patch products as the fastest-
growing segment in the OTC consumer remedies category, and given the popularity among
doctors and patients of the patch to treat a wide range of health problems from smoking
cessation to birth control, the market potential for PhisoTech's patch products is immense.
Today, the market for the OTC patch is growing at the rate of 15%annually, but PhisoTech,
optimistic about the future of patches and the strengths of its management team, is
forecasting a long-term growth rate of 5% per quarter.
Competitors:
Three of PhisoTech's major competitors - Pfizer, Noven Pharmaceuticals, and Watson
Laboratories
1
are some of the world's largest pharmaceutical corporations that also market
over the counter medications, and some of whom have adopted the patch technology for
some of their products.
Pfizer is one of the top five drug makers in the world. Its products include such prescription
drugs as impotence treatment Viagra, cardiovascular drug Norvasc, and cholesterol-lowering
Lipitor, as well as such consumer brands as Visine, BenGay, Listerine, Certs, Dentyne,
Efferdent and Zantac (which are united under the Warner-Lambert nameplate).
1
Profiles are company capsules from www.hoovers.com
PhisoTech
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Noven Pharmaceuticals develops transdermal and transmucosal drug delivery systems which
use an adhesive patch containing medication that is administered through the skin into the
blood stream over an extended period of time. Noven's patented drug delivery systems can be
adapted to deliver many different kinds of drugs. Its estrogen patches have been approved for
treatment of menopause and osteoporosis in over 35 countries; products are in development
to treat dental pain, motion sickness, and attention deficit hyperactivity disorder. Marketing
agreements and joint ventures with Aventis and Novartis account for nearly all the company's
sales.
Watson Laboratories makes generic and branded drugs, focusing on niche pharmaceuticals
and products that are hard to make. It offers generic versions of such brand-name products as
hormone replacement therapies Estrace and Ogen, analgesics Vicodin and Lortab, and ulcer
drugs Zantac and Carafate. Watson's branded drug development efforts are focused on
nephrology (iron-replacement therapies), women's health (contraceptives and hormone
regulators), and general products (antihypertensives, anti-psychotics, and dermatologics).
The Marketing Plan:
Products: PhisoTech developed ReliefPatch, its first topical patch designed to relieve muscle
aches, in the early 90s. In addition to ReliefPatch, PhisoTech currently also manufactures
CoolPatch, a vaporized cooling patch for bruises and minor skin rashes, and ViralPatch, a
patch that delivers cooling medication to relieve fever and flu symptoms. ViralPatch and
CoolPatch also come in children's versions. Chief among the advantages of the patch is its
clean application over the messier applications of conventional topical creams and
ointments. Patches also last longer than creams and ointments, and they are more convenient
to carry and store. On the horizon for PhisoTech is a revolutionary product that could
dramatically impact revenues an OTC topical patch that would deliver anti-inflammatory
medication (such as aspirin and ibuprofen) to painful areas of the body. The New England
Journal of Medicine reported that pain relief delivered in this way had few of the side effects
that similar medication taken orally can have, the worst of which are blood clotting problems
and potential damage to vital organs in the body.
Distribution: PhisoTech has a network of distributors who sell to independent drugstores and
the major retail chains, such as Wal-Mart and Target. PhisoTech would like to increase its
number of customers by acquiring several new distributors every year. Currently, their five-
year plan is primarily focused on increasing customer share-of-wallet; that is, increasing
the spending levels of their existing customers through customer relationship management
selling and marketing strategies. However, customer acquisition will also play an important
role for the future profitability of the company.
Promotion: So far, PhisoTech has done virtually no consumer advertising to the consumer
(end user) of the product. With a relatively small marketing communications budget, Lyndon
wants to make every dime count and get it done with less. The lion's share of the
promotional budget has been directed toward strategies that will push product through the
distributor network (rather than strategies that use promotional activities to pull in the end-
users of the products).
PhisoTech
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THE HIRING DECISION
As part of her job as the newly-appointed Vice President of Sales and Marketing, Juanita
Valdez is in the process of hiring two new sales professionals to round out the small
PhisoTech sales force. PhisoTech, like many companies, has experienced a turnover of its
sales reps. One sales rep has quit PhisoTech and gone onto greener pastures, as the former
employee put it, and two others were fired due to poor productivity in the field. The specific
reasons were legion, but in general, it seemed that those who that were no longer with the
company either weren't right for the job or the job wasn't right for them.
Currently, Juanita had only three reps on the sales team: Bill Telle and Doug Fredrick, two
of PhisoTech's highest-performing sales reps, and Kathleen Kane, a relative newcomer whose
performance was already very promising. But now, Juanita and the PhisoTech hiring
committee were very anxious to hire at least two more sales professionals to round out the
sales team.
Looking over the qualifications of a pool of candidates that the hiring committee had
narrowed to six (given below). Juanita wanted to make sure she made wise decisions. She
knew that two major problems relative to the sales profession were, as PhisoTech has
experienced -- low productivity and high turnover.
2
Wanting to avoid both of those problems
to the degree possible, Juanita thought I need to try and select candidates that will both
perform well for the company and that will be happy and satisfied working for PhisoTech.
So what characteristics have you usually looked for in a job candidate? Juanita asked the
next time she met with the hiring committee. The committee said that two main hiring
criteria were how much sales experience a candidate had, and then whether or not the
candidate had a college degree. A few on the committee also admitted that sometimes we
just had a hunch about a candidate. Analytical to a fault, Juanita frankly wasnt sure that
these were sufficient criteria for predicting job performance, and could be a reason for
relatively high turnover and low productivity. For example, while she agreed that sales
experience was obviously important, relevant sales experience was even more important,
as was a good fit for the job. In other words, Juanita wanted to make sure that the criteria
of the job matched the qualifications of the candidate, and that a candidate would fit with
the unique PhisoTech culture. Following her meeting with the committee, Juanita jotted
down her own hiring criteria:
1. Has the candidate had relevant sales experience? I want someone who has at least
some familiarity with pharmaceuticals or a closely-related field, as well as experience
selling to distributor channel members, rather than selling direct to the end user.
2. Can the sales person sell? Experience would be one indicator, of course. But it
would help a lot if I could some concrete information about a candidate's ability to
meet or exceeded established sales quotas.
3. College degree? Hmm, a candidate with a college degree certainly is the ideal, all
other things being equal. However, I do know that studies have shown that sales reps
with college degree do not do significantly better than those without, depending, of
course, on the industry.
3
I probably wouldn't eliminate a good candidate if the only
thing missing was a college degree.
4. Then theres personality, talent, self-motivating, smart, energetic these are things
that I probably would trust my intuition about.
2
Harvard Business Review, Job Matching for Better Sales Performance, Greenberg and Greenberg,
September-October 1980
3
Ibid, p. 131.
PhisoTech
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8484 Elm Street, Cincinnati, OH
Cell: 483 - 842 - 4820
Marcy J. Taft
Objective To expand my selling skills.
Experience May 2001 - present Slumberland Cincinnati, OH
Inside Sales and Marketing Coordinator
- Inside sales agent, taking orders, serving other customer needs.
- Update and generate monthly sales forecasts.
- Monitor open sales leads.
- maintain the customer database.
June 2000 - May 2001 Graley Industrial Supply Cincinnati, OH
Customer Service Representative
- Rectify problem situations involving warranties and shipping.
- Override system errors including order rejection in SAP system.
- Communicate directly with customers to resolve discrepancies.
Nov 1998 - May 2000 Missionary Work Venezuela
Missionary
- Taught people within the community
- Organized and performed community service activities.
- Learned to communicate in Spanish (85-90% fluent).
June - Oct 1998 GE Capitol Cincinnati, OH
Information Systems Intern
- Designed and developed an intranet web page.
- Developed an internet program to provide warranty information for infield
service technicians.
Education 1995-2000 Brigham Young University Provo, UT
BS Business Management
Computer Extensive knowledge of Windows operating systems, MS Office, PowerPoint,
Skills Netscape, some SAP and experience using MS Visual Basic.
Honors El Puente Mentor. Recipient of President's Outstanding Minority, Andersen
Consulting, Holden Graphics and Schapira Scholarships.
PhisoTech
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JONATHAN HENDERSON
6409 Lawson Avenue
Chicago, IL
henders@aol.com
EDUCATION UNIVERSITY OF CHICAGO
Bachelor of Science in Business, December 2001
Double Major: Sales Management, Finance
Cumulative GPA 3.30
EXPERIENCE USA FILMS. INC
Chicago, IL Films/Campus Sales Rep
January 2001 - Present
- Market and sell USA films productions to local colleges
- Implement marketing programs that target special interest groups and
student organizations
- Assist account managers with promotions of major motion picture
releases
- Exceeded sales revenue goals by 10%
RECREATION WORLD Lake Buena Vista, Florida
Corporate Sales January 1999 - Dec 2001
Responsible for developing and selling corporate packages in the
market. Target customers were public relations managers and senior
management.
- Partner with local advertising speciality company to achieve goals.
- Designed an online informational and ordering web site.
Merchindise Host January 1998 - Dec 1999
- Recongnized as a four-time "Guest Service Fanatic" in the diverse,
busy and quality driven environment of the Disney - MGM Studio
- Assigned closing responsibilities as nightly stage manager.
TARGT CORPORATION Orlando, Florida
Sales Management Intern June - August 2001
- Enhanced Target brand image through ensuring quality merchandise
presentation and employee behaviour on a store wide level.
- Delegated responsibilities, motivated team members, and managed
inventory flow as a department team leader.
- Demonstrated excellent communication skills in resolving guest's
conflicts quickly and easily as the lead on duty.
- Effectively used computers to aid in advertisement planning and
merchandise presentation, as well as analyzing daily sales figures.
ACTIVITIES Honors Emerging Leadership Program
Youngest member of the Toastmaster's Club
Volunteer - Illinois State Horticultural Society
AWARDS Emerging Leadership Scholarship Recipient
Smith Foundation Scholarship Recipient.
PhisoTech
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NATHAN P.BRAGGS, III
10 Tyrol Avenue
Lawrence, NY 11559
Cell: 895 -652 - 9234
CAREER OBJECTIVE:
Looking for an outstanding sales opportunity that will showcase my abilities as a consistently
high achiever who is highly motivated, well educated and totally sales oriented.
EDUCATION:
Yale University, New Haven, CT
Bachelor of Science: Marketing
Cumulative GPA: 3.7
Graduated: Magna cum laude, 1999
EXPERIENCE:
Draper Systems, Inc., Philadelphia, PA (www.whoneedsaplan.com)
Promoted to management position within one year where I leveraged my marketing and sales
skills for a newly established internet company.
- Contributed to sales volume of more than 49% over the previous year in a highly
competitive market.
- Assisted in the development of a new e-strategy that tripled the sales for the firm.
- Created and wrote individualized proposals for venture capitalists.
- Recommended implementation of a successful telemarketing program, including
compensation plan for staff.
- Participated in strategic development of marketing and sales campaigns.
Lancaster Electronics, Lancaster, PA
Account Manager for mechanical equipment division - internship during my senior year at
Yale.
- Expanded markets for established and new products, resulting in an impressive increase in
new accounts
CORE COMPETENCIES:
I AM SMART, ANALYTICAL, ACHIEVEMENT - ORIENTED, PERFORMANCE DRIVEN. I AM
CONFIDENT, BOLD AND PERSUASIVE. I BELIEVE I CAN SIGNIFICANTLY ENHANCE A
COMPANY'S PROFITABILITY THROUGH SUPERIROR MANAGEMENT OF CUSTOMERS
AND PROSPECTS.
PhisoTech
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Lyle Miller
1414 Stevens Way, Minneapolis, MN
LMSeadog@aol.com
Objective To maximize my selling ability by developing a new or existing territories.
Experience 1984 - 2002 Skippy Peanut Butter Minneapolis, MN
Senior Sales Representative
- Grew territory to $30 million from $5 million.
- Suggested new products that increased earnings by 23%
- Salesman of the Year 1988 - 1990 - 1992 - 1995
- Developed excellence in sales training course
1980 - 1984 Duffy Vineyards Hastings, MN
Sales Representative
- Expanded sales team from 50 to 100 representatives
- Tripled division revenues for each sales associate.
- Expanded sales to include mass market accounts.
1975 - 1980 LitWare, Inc. Southridge, SC
Sales Representative
- Expanded territorial sales by 400%
- Received company's highest sales award four years in a row.
Education 1971 - 1975 Mankato State Collage Mankato, MN
- B.A., Agri-Business.
Interests Baseball, fishing, hunting
PhisoTech
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Jacqueline Spratte
1907 Lamplighter Lane
Lancaster, PA 17604
717-954-6033
Career Goal: I'm seeking a sales position with a growth company that will allow me to build
and expand a territory
Working Experience
Regan Manufacturing
Pittsburgh, PA 10/98 - present
Established new markets for a mature industrial product line, as well as increased revenues
from existing customers by 25%. Developed sales and marketing strategies identified specific
niche markets, and developed methods for penetrating those markets.
Researched and identified the market size and opportunity, the competitive landscape, and the
target market for a new product introduced in 2000. Developed new opportunities for
distribution channels and assisted in building these new channel relationships.
Implemented a successful win - back strategy for lost customers, gaining back 33% of those
customers.
Canton Industries
Cleaveland, OH 1/95 - 9/98
Serviced established accounts and generated leads for new business, creating new business
from established customers and new markets for existing products. Worked directly with
customers regarding product improvements and collaborated with the engineering department
to integrated various product modifications. Also worked closely with service department to
address areas of customer dissatisfaction with service issues
Participated in "extreme prospecting" a mew selling strategy being tested by the company,
the result of which was establishing 18 new accounts in 4 days (200 calls, 50 pitches -
working 4 hours a day).
Quality Homes, Inc.
Canton, Ohio 1993 - 1994
As a telephone sales representative, booked new appointments for accounts managers.
Analyzed transactional data for opportunities to build more business with existing customers.
Handled customer complaints.
Education:
B.S. Business Management Overall GPA: 3.3
Bowling Green University
References available upon request.
PhisoTech
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Melissa Brooks
2-3 Pinewood Dr.
Austin, TX 75203
e-mail: MelBrooks@hotmail.com Cell Contact: 241 -891 - 3215
Career Objective; To secure a position as a field sales representative in order to demonstrate
my sales strengths as well as expand my career potential
Experience:
4/99 to present Thomason Pharmaceuticals, Austin, TX
Responsibilities Inside Sales - 10 Accounts
- Service existing accounts
- Develop new accounts for the company
- Interface with marketing team to communicate the needs of my
accounts
- Troubleshoot and quickly react to customer complaints and area of
dissatisfaction
- Maintain and update account records.
- Report directly to Regional Sales Manager.
9/95 to 3/99 Austin Medical Consortium.
Responsibilities Office Manager/Administrator
- Provided support services for senior management
- Worked as a liaison between sales reps and customers.
- Supervised 2 - person, administrative support team.
- Coordinated meetings and prepared presentation materials.
- Managed the routine administrative functions.
Education
1992 - 94 University of Texas - Austin
Major course study - Mass Communication
Skills High level of computer proficiency (MS Office)
Capabilities I am particularly good at managing delicate and sometimes - difficult
customer relationships. Because of my previous administrative
experience, I have very good organizational and time management
skills.
Personal Interests Former Miss Medicina
Also model part - time. Like to ski, play tennis and read.
PhisoTech
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Answer the following questions:
1. After reviewing the five resumes, which two new sales professionals would you hire?
a. Marcy J. Taft ( ) b. Jonathan Henderson ( ) c. Nathan P. Braggs, III ( )
d. Lyle Miller ( ) e. Jacqueline Spratte ( ) f. Melissa Brookes ( )
2. Now write a few points discussing your choices. For example, what characteristics
did the candidates have that specifically qualified them for PhisoTech. What
disqualified them?
a. Marcy J. Taft
b. Jonathan Henderson
c. Nathan p. Braggs, III
d. Lyle Miller
e. Jacqueline Spratte
f. Melissa Brookes
PhisoTech
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Scene One:
The National Sales Meeting
During the National Sales Meeting at Bob's Bunkhouse and Corral, a dude ranch in Arizona,
Lyndon Shriver, Chief Executive Officer, mapped out an aggressive business plan for
PhisoTech. Although his objectives were very ambitious and exceeded industry standards,
CEO Shriver was confident that with his talented sales organization on the front lines, his
vision could become a reality.
Here were his main objectives:
1. To increase sales revenue by 5% per quarter, which exceeded the annual rate of 15%
projected by analysts for the over-the-counter (OTC) patch market.
2. To increase customer lifetime value (ltv) by 5% per quarter.
3. To increase contribution income by 5% per quarter.
While a hopeless optimist by nature, Lyndon had several reasons to be particularly confident
about achieving his objectives. First of all, as the major player in the niche market, he was
certain that PhisoTech could leverage the growing demand for medicated patches, their
flagship product line. Lyndon knew that PhisoTech was well positioned to capture greater
revenues from its existing customers as well as to leverage the significant opportunity to
expand its customer base.
Another reason Lyndon was particularly optimistic was his infinite confidence in his Vice
President of Sales and Marketing, Juanita Valdez. Juanita was one of the new breed of
sales managers where setting sales quotas should be tied to both profitability and sales
revenue. She also believed in a hands-on management approach, coaching and training her
sales reps to be increasingly strategic in their approach to account management. Thus far,
Juanita's performance as one of PhisoTech's movers and shakers had been beyond reproach.
She had beefed up the sales force, adding, as Lyndon put it, fresh blood to the herd. (As
the son of a butcher from a small ranch in Texas, Lyndon was well known for his penchant
for a host of meaty metaphors.) Lyndon liked PhisoTech's five sales reps. They're prime
cuts, according to Shriver, and they were certainly up to the task of carrying out the
PhisoTech mission.
Actually, Juanita herself was relatively new to PhisoTech. Although quiet and understated,
particularly in comparison to the flashy sales team she was heading up, Juanita's leadership
qualities were irrefutable. In addition to her broad, cross-functional experience in sales and
marketing, Juanita's long tenure with, among others, a major supplier to pharmaceuticals
eminently qualified her for the position.
Feeling deceptively chic in his jeans, cowboy shirt and finely crafted cowboy boots, Lyndon
spoke loudly into the sometimes-squealing microphone. I'd like to welcome you to Bob's
Bunkhouse and Corral, a truly fine dude ranch. I've been waiting a long time to dust off my
cowboy boots and don my bolero, as some of you know. Reminds me of growing up on the
ranch. Elsie, Lyndon's wife, quickly and discreetly nudged him to stay on track. Don't
start, Lyndon, she whispered. Quickly getting back to the subject at hand, Lyndon expressed
his appreciation to all his employees, and especially to Juanita for her fine leadership thus far.
I like the way you've taken the bull by the horns, Juanita, remarking that she was respected
and well liked throughout the company. Lyndon was certain that her meticulous attention to
fiscal accountability and her strong strategic approach toward managing the sales force would
help PhisoTech achieve its goals.
PhisoTech
12
Furthermore, Lyndon continued, Juanita's conciliatory nature would go a long way toward
minimizing poor productivity and high turnover among the salespeople problems that
plague many industries, the pharmaceutical industry being no exception. Rarely concerned
about political correctness, Lyndon concluded his speech by saying that both he and the
board thought that Juanita was quite the gal!
Although she could do without the gal thing, Juanita was humbled by Lyndons glowing
remarks, and blushed as she walked to the podium. Thank you so much, Lyndon, for your
kind words. Knowing how Lyndon appreciated any reference to cows, Juanita commented
that her tenure with PhisoTech had thus far been utterly fantastic. Both Lyndon and Elsie,
who frequently accompanied him to major meetings, got a big chuckle out of that one.
Juanita briefly acknowledged that Lyndon's goals for PhisoTech were very ambitious, but she
had great faith in this new vision for PhisoTech, and in Lyndon's ability to lead the company.
I am also very excited about our new sales team if anybody can do it, this team can! So
let's not keep the spotlight on me tonight. I'd like to take this opportunity to introduce the
newest members of our sales force - Nate Braggs and Mel Brooks. Won't you please stand up
and allow me to formally welcome you to the PhisoTech family. Amid polite applause, the
new sales reps stood briefly, and then, at Juanita's encouragement, were joined by the other
members of the team: Bill Telle, Doug Fredrick and Kathleen Kane.
As you know, Juanita continued, Im a great believer in profitability through effective
Customer Relationship Management sometimes called CRM. I know eyes roll when I
even say CRM, and perhaps rightly so. The term has been so loosely bandied about in
industry and in the business press, and seems to come in so many forms. Lyndon is correct
when he says that many firms claim to be managing customers effectively, but few actually
are. However, I have pointed out to Lyndon that CRM doesn't have to be just a lot of bull,
as Lyndon says. When you have a plan and the right tools to make it happen, Customer
Relationship Management is a fabulous way to do business. And I believe I have the right
tools, a plan to stay focused on our customers, and a great sales force in place. We can get
this done!
Just briefly, for those of you who may not know a lot about the concept of CRM, it's all
about growing company revenues by better serving PhisoTech's loyal customers. And how do
we do that? Well, Lyndon says it best and often: By spending our money where we make it.
By focusing more on retaining customers and less on acquiring customers. I strongly
recommended that all the sales reps set as their personal goal to better manage PhisoTech's
best and most growable customers in their territories, and approach new customer acquisition
activities systematically. For both cases our existing customers and the prospects what
makes the most sense is to focus on those that can bear the most fruit for the company. In
other words, to the degree possible, evaluate the customers and prospects for their projected
long-term value to the company, not necessarily for their short-term transactions. Few in the
audience could disagree that the concept made a lot of sense.
If I had to summarize what I see as my most important role in heading up the sales force, I
would say my tasks are three-fold: to motivate to compensate to evaluate. I will do what I
can to see that all of our sales professionals are sufficiently supported by corporate, and that
they are motivated to optimize their sales performance, through generous compensation and
other benefits. Addressing the sales reps specifically, Juanita said, you will know exactly
what is expected of you in terms of performance goals, and my office door is always open.
PhisoTech
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Furthermore, as we move toward achieving Lyndon's new goals for PhisoTech, I will be
directing my energies toward coaching you toward helping fine-tune your sales activities. I
will be spending a fair amount of time working directly with you in the field, both coaching
you and spending time with our customers. Juanitas speech left little doubt that she was
clearly convinced that good selling didn't happen by accident. Proper training and planning
using the proper tools would play an integral role in making Lyndon's vision a reality.
After Juanita's presentation, Lyndon, always the company cheerleader and zany to a fault
ended the meeting the way he always did. Joined by Elsie in her matching cowgirl attire, they
began waving their arms in the air as if conducting the Philharmonic. His reluctant managers
and other employees knew what this meant--- it was time for the company rousers: What the
heck, we're PhisoTech, what'd'ya expect, we're PhisoTech. What the heck, we're PhisoTech,
what'd'ya expect, we're PhisoTech, what the..
The night was clear, the stars were bright, and the food and spirits were plentiful at the
barbecue that followed the meeting. Mesmerized by the crackling campfire, everyone buzzed
about the meeting (and, as usual, Lyndon Shriver's incessant cow references and requisite
chanting). Most agreed that Lyndon was correct in his assessment of Juanita. She was
universally liked and respected. If anybody can get their arms around that aggressive vision
for the company, it's Juanita, remarked Perry Tex Pennypacker III, one of PhisoTechs
board members.
Meet The Sales Force
There was little question that Bill Telle and Doug Frederick, both two-year veterans of
PhisoTech's sales force, were poised to take move the company forward. Bill and Doug were
equally professional and analytical in their approach to selling, and were the best of friends.
Both felt that the PhisoTech product line was compatible with market demand and their
personal selling interests. Both measured success by achievement of corporate goals as well
as meeting their individual sales quotas, and both were clearly motivated by PhisoTech's
generous compensation plan.
The very ambitious Bill had made impressive strides at PhisoTech. He was astute and
professional and, by his own admission, a real team player. Doug Frederick, while admittedly
not a team player like Bill, was the consummate sales professional, with an indefinable, yet
undeniable presence. When originally hired by PhisoTech, Dougs proven sales track with
other companies had easily convinced the hiring committee to bring him on board. They
gladly agreed to give him the autonomy he wanted to do his own thing. So far, Dougs
aggressive performance had exceeded their expectations.
Kathleen Kane was what Juanita called the PhisoTech evangelist. Her energy and
enthusiasm for her job and for PhisoTech was refreshing. Prior to joining PhisoTech,
Kathleen had several years of valuable field experience selling metallurgical chemicals for
Steel Technologies, a large steel company out of Dayton, Ohio. In her job with Steel Tech,
she had been actively involved with building and retaining relationships with the top-tiered
customers, as well as with identifying and capturing new business from untapped markets.
Her B.S. degree in Chemistry and impressive sales experience, together with her infectious
enthusiasm, served to persuade the hiring committee that Kathleen Kane would be a valuable
asset for PhisoTech. During her relatively short tenure with the company, Kathleen had
already demonstrated superior sales ability and brought in significant revenue for the
company, and her enthusiasm for the PhisoTech product line was infectious. She could sell
PhisoTech
14
hamburgers to a vegetarian, Lyndon would quip. While not quite as seasoned as Bill and
Doug, Kathleen was poised and professional, and braced for the ambitious goals set forth at
the meetings.
Melissa Brooks, fondly called Mel, was one of the new hires. Although her earlier work
experience had been with a small pharmaceuticals company in Texas, Mel's position was
largely that of an inside sales agent . Primarily, she took telephone orders and fielded
customer complaints, in addition to administrative tasks for the company. A former Miss
Medicina and college cheerleader before dropping out of UT-Austin, Mel had a vivacious
personality, and was easy on the eyes, as one employee whispered. Frankly, Juanita was
less enthusiastic about hiring Mel than were some on the hiring committee, primarily because
she lacked any real sales experience. She is, however, familiar with the pharmaceutical
industry, argued two men on the committee, and she seems to have a lot going for her. Lets
give her a chance! Juanita reluctantly agreed.
Finally, there was young and brash, Nathan P. Braggs III, the second of PhisoTech's new
hires. Although well educated and extremely sure of himself, Nate was somewhat of a
lightweight, when it came to solid sales experience in the field. Before joining PhisoTech, his
only real sales experience had been with an Internet start-up headed by an old college
roommate of his. To his credit, Nate did manage to cut inroads into the marketplace for his
buddy's dot.com, and was quickly and perhaps prematurely promoted to mid-management.
As one might expect, the promotion only further ignited his sense of self-importance and
considerable ego. These personality flaws notwithstanding, both Juanita and the hiring
committee thought that with the proper training, Nate could be successful.
So there they are the PhisoTech sales force. Now let's listen in as they relax around a
campfire and talk about the tasks ahead.
Like Lyndon, both Bill and Doug had thought that while the whole CRM thing looked good
on paper, it was largely marketing hype. But having the right reporting tools and the proper
context for analysis had made believers out of both of these high-performance sales
professionals. Bill started the conversation by saying, although I wouldnt have believed that
I could learn anything new since I've been in sales for so long, I've actually learned a lot
working with Juanita, particularly with regard to strategic customer management. I'm being
more selective about which customers get my red carpet treatment, and which dont. As a
result, I'm more productive and my commissions well, lets just say Im pretty satisfied at
this point.
Doug had to agree with Bill that the reports had helped him accomplish two of his career
goals to run his territory effectively while still running it independently. What he liked
most about this type of reporting system was its broad versatility. Juanita is systematic in her
approach to everything she does she uses her reports to motivate, to educate, to evaluate
you name it, Doug added. In Juanitas mind, and I guess mine too, there's no arguing with
those numbers.
Kathleen, sipping on her lite beer, was already a strong advocate of CRM as a business
paradigm. Not only had she been introduced to the concept in several marketing courses she
took while at Wright State, she had actually attempted to implement a quasi-CRM initiative
at her previous job. The brick wall she always ran into was the IT department. Realtime
performance reports were hard to come by and the IT usually gave only lip service to her
PhisoTech
15
requests. But Ive also thought the most effective way to use my time and talent was to make
sure I distinguish my good customers from my crummy customers, and then lavish my
resources on the good ones.
So I'm really anxious to get going and to work with Juanita. In my opinion, there isn't one of
us who couldnt profit, and I do mean profit, from her coaching. I heard through the
grapevine that she was one of the best salespersons out there when she was with her other
company --- I guess she was always in the winners circle and had a zillion awards and
perks to show for it.
Feeling relaxed as he sipped on a scotch on the rocks (his drink of choice these days), Nate
got pretty candid about his opinions. First of allwhats with the cow talk? he chuckled.
And second, I frankly dont know that being coached is something I need. I hate to brag
(actually, he loved to brag) but I'm really good at what I do. My track record speaks for itself.
Plus I'm not sure what the big deal is about CRM. My other company never tracked
customers, in fact, they didn't even have a business plan, and they did great. (Well, not quite.
The dot.com he had worked for had tanked, but Nate rationalized that that wasn't the point.)
Plus I didnt hear a lot about CRM at Yale, and may I remind you I graduated Magna
so I think Id know. Ruminating momentarily, he concluded Nope, just put that
compensation carrot in front of me and thats all the motivation I need to knock em dead out
there!
Mel Brooks only comment was that she thought both Lyndon and Elsie Shriver were
severely fashion-challenged.
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16
Douglas Fredrick
10 Wafer Road
Sante Fe, NM 87420
505-379-5764
OBJECTIVE:
I am seeking a sales position with broad territorial responsibilities. I want to develop my own
leads, manage my own accounts, and establish my own quotas. In other words, I want the
freedom to do what I do best...sell!
EMPLOYMENT HISTORY
Systems inc. of North America 1995 - present
Sante Fe, NM
As account manager, I was responsible for expanding the Southwestern market for SI's
flagship database product and its associated products. My territory included all of New
Mexico, North Texas and Oklahoma. Attained quota of $1.1 million, finishing 101% of quota
for 1996.
Fordham Corporation 1991 - 1995
Kansas City, MO
As senior sales and marketing representative, my responsibilities included selling and
marketing the entire line of computer hardware. I managed the Midwestern territory,
forcasting revenue and budget control. In 1994, I booked close to $600,000 business and
installed 17 new network systems, coming in at 216% of quota.
As a rookie sales representative with Fordham, I successfully developed new accounts and
brought in greater business from existing accounts. In 1992 alone, I far exceeded my quota,
booking $200,000 of new business.
Major_Med Group 1988 - 1991
Kansas City, MO
I was responsible for over 100 customer accounts for this medical and hospitalization
insurance brokerage firm. Furthermore, I was responsible for generating leads for three
account managers in the association. I set up appointments, assessed customer's insurance
needs, qualified customers, and made recommendations to the account mangers regarding
insurance quotes to reflect those needs.
EDUCATION:
Iowa State University, BA, Marketing 1988
INTERESTS AND HOBBIES:
Boxing, competitive weight lifting
References on request
PhisoTech
17
William Telle
6498 Newton Ave. So
Minneapolis, MN 55423
Home Office: 612-846-2316
Fax: 612-858-8127
Personal Summary
A results-oriented business professional experienced in sales within high-tech
industries. i am a self-starting team player with the ability to manage multiple
lines and customer/vendor relationships. I am seeking an opportunity to work
with other sales professionals in a fast - paced sales environment. I have
excellent verbal and written communication skills.
Professional Strengths
Making Energetic Sales Presentations, Selling Highly Competitive
Environment, Persuasive Oral/Written Communications, Results- Oriented and
Ambitious
Professional History
Software Dynamics - Minneapolis, MN Jan 1999 - Present
A custom Software Solutions Start - Up.
Software Sales Specialist: Certified sales specialist responsible for managing an
existing customer base and identifying potential new customers for the
company.
Responsible for managing customer relationship, writing customer proposals,
establishing pricing structures and making customer sales presentations. Also
assisted in developing a web - based sales training tool used to educate new
sales employees and channel partners.
- Grew product line by more than 20% while during tenure with Software
Dynamics
- Worked with Software Dynamics management to negotiated distributor
partner contract.
- Selected as sales team consultant for corporate expansion and acquisition
projets
MD Systems Incs. - Minneapolis, MN Oct 1996 - Dec 1998
An enterprise system company specializing in secure network, storage and
messaging solutions.
Solutions Sales Specialist: responsible for growing and expanding revenues for
MD systems. Responsible for establishing and maintaining vendor relationship
PhisoTech
18
and creating new opportunities. Co-developed end - user marketing campaigns
promoting the company's product line. Also responsible for writing customer
proposals, establishing pricing and participating in customer sales presentations.
CatSC Corporation - Minneapolis, MN Nov 1988 - Oct 1996
A leading distributor of parts and supplies for medical equipment
Product Marketing Manager: Responsible for the development of new products
and supplier base (domestic and international). Negotiated costs, terms and
contracts with supplier partners.
Travelled throughout North America, Japan, Singapore, Hong Kong, China and
Europe to expand vendor partner relations and oversee new product
development activities.
Coordinated new product introductions and related marketing activities such as
promotions, product launch packages, pricing and internal and external
communications. Analyzed current and new product potential and established
sales forecasts. Educated worldwide salesforce regarding new products through
oral presentations/communications and marketing material.
- Managed new medical equipment products and maintained an existing product
line with annual revenues in excess of $85 million.
- Increased sales of product line by an average of 15% annually.
Education History
St. Cloud State University - St. Cloud, MN 1987
Bachelor of Science Degree Major in Marketing
Minor in Biology
Professional and Personal references available upon request
PhisoTech
19
Kathleen Kane
2015 Columbus Avenue
Daton, OH 45427
937 - 521 - 4490
kaka@yahoo.com
Pharmaceutical Sales
Offering an excellent combination of technical knowledge, physical sciences background and
relationship-building selling.
Strengths:
- More than 7 hears in chemical sales.
- Consistent top producer.
- Creative, energetic and visionary to create successful sales strategies and follow through
- Proficient in all stages of the sales process with solid accomplishments in developing new
business and build and sustain client relationships.
- Computer proficient in Microsoft software including Word, Excel, Access and PowerPoint.
Education:
B.S. Chemistry, Wright State University, Dayton, OH. Currently in the evening MBA
program.
Professional Experience
Steel Technologies, Inc., Dayton, OH 1994 - 2001
Distributor of multiple lines of metallurgical test and measurement equipment.
- Sales engineer, generating close to $4 million of total sales through cold calling,
telemarketing and lead follow - up.
- Built solid customer base through relationship marketing and sales strategies. Strengthened
retention of existing customers and grow referral business.
Account base of 60 customers.
Thermolite, Lexington, KY 1991 - 1994
Small company that produced and marketed heat exchangers and pumps to industrial
customers.
- Sales representative
- Acquired 23 new accounts in first 6 months.
- Assisted in the development of sales training program
- Collaborated with technical writers to improve the quality of product training manuals.
--Please request referrals--
PhisoTech
20
Discussion Questions
1. Are Lyndon Shriver's goals realistic? Provide reasons.
2. Speaking of Lyndon Shriver is he simply a little eccentric, or is he kind of a crackpot? Is
there anything about him that would lead you to believe that he could build a successful
business?
3. What are your initial impressions of Juanita Valdez and the sales reps? Who, in your
opinion, is likely to succeed with PhisoTech over the long run? Who isn't? Be specific about
your answers.
PhisoTech
21
Scene Two:
Goal Achievement through Managing the Sales Function
Sitting pensively in her office, Juanita struggled to put a framework around the tasks ahead.
Lyndons vision for the company is really ambitious, she thought, and certainly not for
the faint-hearted. Of course, about the last thing Lyndon Shriver is faint-hearted! Sipping
from her bottled water, she sketched out her plan of attack. Lets see, first we have Lyndons
three objectives. Whew! Now I have to figure out my strategies for achieving them.
Hmmmmobviously, the big picture is to achieve Lyndons goals. So how am I going to do
that? I think Ive got plenty of talent on my sales team some more raw than others but
talent nonetheless. So that's good. I know the selling profession is notorious for its high rate
of turnover, but I also know that how long a person stays with a company depends on how
satisfied he/she is with the job. So I have to figure out to how create a high level of job
satisfaction. I think my coaching time in the field accompanying the reps to their various
accounts, and working with them will be good. Since all the reps have had their product
training, this will be my spit and polish time with them. Anyway, my field time should lead
to increased productivity (another perennial problem for field sales types) which will lead to
greater sales revenue, all of which should go a long way toward maximizing the reps
individual job satisfaction and overall team performance. So I can kill two or three birds with
one stone by going out in the field: I can increase job satisfaction and thus reduce turnover,
and I can ramp up revenue. Yes, this is looking good on paper anyway.
Now I need to lay out my tactics. Lets see - if I want to optimize job satisfaction and
productivity, I'll have to invest in additional training and teaching the ropes to some reps. I'm
especially excited to teach them about CRM in action, like how to create long-term
relationships rather than short-term transactions and how to differentiate between our good
customers and prospects from our not-so-good ones. Then we have to make sure our best
customers know how much we appreciate them. Funny I remember reading results from a
survey recently that found that more than anything else, customers of all types just want to
feel cared for by the companies they do business with. Seems simple enough, but I know it
could be easier said than done. So, anyway, here we go: Teach and train for some, revitalize
and refresh for others.
Now I need to find ways to keep everybody motivated and focus on building PhisoTech and
achieving Lyndon's goals. Since I know that the purest form of motivation is compensation,
all I have to do is figure out the right compensation packagealso easier said than done, that
I know for a fact! Hmmmm what is that magic mix of compensation, benefits, incentives."
Finally, I promised the reps that everybodys cards would be on the table, and we would all
have a good handle on performance expectations. Our goals will be clearly stated and
reported so there are no surprises. The reps will be given regular feedback evaluating their
performance their strengths, their weaknesses, etc.
Education, Motivation, Compensation, Evaluation. This is the way to achieve Lyndons
goals.
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DP1 Scenario:
Time Allocation
At her next regular sales meeting, Juanita announced her plans to spend some time in the
field with each of the reps. As you know, Lyndons goals for PhisoTech are very ambitious,
so I want to make sure all of us are up to the challenge. Let's just review the objectives
together:
1. Increase sales revenue by 5% per quarter, which exceeded the annual rate of 15% projected
by analysts for the over-the-counter (OTC) patch market.
2. Increase customer lifetime value (ltv) by 5% per quarter.
3. Increase contribution income by 5% per quarter.
Since becoming a customer-focused company instead of a product-focused company, we all
need to take stock of which customers we spend our time and money. As you probably have
figured out, it doesn't make much sense to spend a lot of company time and resources on
customers who don't warrant either. As you may recall, Lyndon had made it a special point
during the meetings to emphasize that not all customers are good customers. What was it he
said? she paused. Oh yes, I remember. He said that some of PhisoTechs customers are
filet mignon, while others are the wurst! Juanita couldn't help but chuckle at Lyndon's
affinity for meaty metaphors, although she knew that some employees found them pretty
corny even annoying.
So, first things first. For right now, I want you to be focused on achieving the following
sales quotas I've set: I expect you to increase both sales revenue and customer ltv by at least
5% per quarter. . I will also going to be tracking how well you manage your accounts. At the
very least, I will expect you to maintain the net number of accounts in your territory, and
ideally, I'd like to see you acquire new accounts quarterly. Of course, it goes without saying
that your new accounts should be good quality, high potential accounts. Meeting or
exceeding these goals will drive my evaluation of your overall performance, and will
determine how I design your compensation package.
I think youve got everything going for you. You work for the market leader in a hugely
promising niche market and the PhisoTech products are the best out there. So if you combine
our quality products with your charm and persuasive skills, you will almost certainly make
quota. Don't forget your compensation is based on making quota for both sales revenue
AND profitability (customer lifetime value). Speaking of ltv, be sure and review the
incredible benefits of keeping our good customers year after year, and then you'll understand
why ltv is often cited as the most important metric in business today. Also, for those of you
who want to brush up on your financials, you can use the Financial Glossary I sent to you
earlier this week.
In order to help you optimize your selling activities, I have a total of 28 days to spend in the
field this quarter. Some of my time will be spent helping you analyze and develop your
accounts, helping you reach your individual goals, and educating you about the PhisoTech
products and its culture, if needed. Some of my time will also be spent be accompanying you
on your sales calls and visiting the top customers in each of your territories. As you know, I'll
probably be spending more time with some of you than others. In the meantime, please e-
mail me your available times and I'll have Philly, my admin, coordinate the schedules. Any
questions? Good. Then this meeting is a wrap.
PhisoTech
23
Walking out of the meeting, Doug and Bill remarked about Juanita's growing hands-on
management approach, and were always open to working with her, as they had in the past.
Both Kathleen and Mel were anxious to have Juanita work with them and accompany them
on their sales calls. Kathleen would never turn down an opportunity to hone her selling skills,
and Mel, quite frankly, was relieved to have someone show her the ropes.
Nate gave only tacit approval to what he called Juanitas micromanagement, although he
conceded that he probably could use her to help him jumpstart his introduction in the
territory. But just get me started and Ill dazzle these accounts because Im good. Im
really, really good, he was thinking. Then saying out loud to Mel and Kathleen, frankly,
most of Juanita's time would probably be better spent with you guys. Uh, oh, no offense.
None taken, Nate, Kathleen replied, as she rolled her eyes. None taken, because you can
be such a jackass, she muttered under her breath.
PhisoTech
24
DP2 Scenario:
Travel & Entertainment (T&E) Budget
Juanita, please have a seat. G morning, Lyndon. Although Lyndon had shed his
cowboy duds, Juanita noticed that he was wearing a bolero similar to the one he'd worn at the
dude ranch. Only Lyndon could get away with such a fashion faux pas, she thought.
I wanted to give you a heads up about my field activity as I rally the troops, Lyndon. I
really do think that the best way to achieve your goals for the company is to work closely
with the reps to help them achieve their individual goals. So I've been spending several days
per quarter, 28 to be exact, accompanying them on their sales calls and working with them. I
think my time in the field has been important to help the reps maximize their productivity and
job performance (and incidentally meet the quotas I've set for them), all of which will help us
meet our objectives. Even superstars like Bill and Doug, I'm sure you'll agree that everyone,
can use a little spit n polish once in awhile. What are your thoughts?
Hmmm, I think field time is a good idea, although I'm sure you realize that time spent in the
field is time lost in the office. But I would expect that the reps you spend more time with are
producing more. Anywaytell me more.
Yes, there are certain trade-offs being away from the office, but if I want to increase our
strategic approach to selling, I need to take this time. Its what I call my high investment,
high return proposition. First of all, as far as the reps are concerned, theyve already gone
through our formal in-house product training, so I'm hoping to take this time to refine their
relationship selling activities. I'd like to address topics such as how to manage certain
customers, how to listen and negotiate more effectively, how to stay motivated, and how to
be effective closers. I'd also like to show them that sales is as systematic and analytical as any
other profession in fact, a systematic approach to selling is preferable in order to get the
most out of their time. So I've been showing them how to use the quarterly sales reports as a
strategic tool, how to identify and differentiate their various accounts based on profitability,
and then, most important, how to treat high value customers differently than the low-value
customers.
Actually, Id really like to spend some relationship-building time myself with our better
accounts in each of the territories. It will be a good time to renew acquaintances and re-
emphasize PhisoTech's commitment to them. I'll be talking to the owners and asking them
about how satisfied they are with our products and service, what can we do to make life
easier for them, etc. I plan to roll out the red carpet for our key customers as a way to thank
them for their loyalty. It should prove to be very fruitful.
Gazing out the expansive window as he frequently did when he was really concentrating,
Lyndon began. Sometimes, Juanita, I can be a cheap buzzard when it comes to the company
till, but this sounds like time and money well spent. We've got some great customers out
there some I even brought on board myself years ago - and we definitely want to keep them
happy. Not only do they give us a trough-full of business, but the longer they stay with us, the
less it costs us to service them. So yep we want to spend it where we make it!
Heres something else to think about, continued Lyndon. I know that one of your goals is
to reduce turnover on the sales force. I was just reading something recently, although I can't
remember where, that while there are a lot of people who wouldn't think twice about leaving
a company and going on to greener pastures, those same people would find it difficult to walk
PhisoTech
25
out on a good team. So I want you to also focus on building and reinforcing team solidarity
among the reps, and do whatever it takes to build a cohesive team. Keep me posted. Oh, and
have Philly give me your travel schedule.
After Juanita left his office, Lyndon caught his reflection in his expansive window. Adjusting
the bolero he was especially proud of, he couldn't help but admire himself. I sure do look
good in corporate casual, even if I do say so myself.
Back in her office, Juanita pulled down the sales reps schedules from her e-mail, and started
putting her calendar together. Then she had Philly, her administrative assistant, start making
her flight and hotel arrangements. Oh, and dont forget to get me a car mid-size is best.
PhisoTech
26
DP3 Scenario:
Promotions Budget
Juanita was just about to end a conference call with Lyndon and Philly regarding her travel
schedule when she remembered something she wanted to mention to Lyndon. Oh, before I
forget, I recently put together all the sales promotion tools that PhisoTech has created and I
do mean all. I had no idea myself about the incredible number of collateral materials such
as product brochures, brochures about doing business "the PhisoTech way," presentation
aides and handouts my gosh, the list is seemingly endless. They are beautifully produced,
immensely valuable, and grossly underutilized! Our sales people don't realize how fortunate
they are to have all this marketing communications support at their disposal to reinforce their
selling efforts. So I'm designating budgets for each of the territories to encourage everyone to
use every possible tool we have to make the sales. After hanging up, she could tell that
Lyndon was pleased with her full-court-press approach. Looking at her watch, she was
startled at how quickly time had passed. Oh, Im going to be late to my meeting. Rushing
by Philly, she requested coffee and bottled water in the conference room.
Good morning, everyone, Juanita said as she quickly walked in the PhisoTech conference
room. Sorry Im a minute or two late. Always chipper and always professional, Juanita got
right to the point. I suppose youre wondering why Philly has strewn several product
samples, corporate advertising slicks, press kits, collateral materials, point-of-purchase
displays, presentation handouts, etc., etc. all over this huge table. Well I thought that if you
could actually see the sheer number of advertising and promotional materials we have
available to support your sales efforts and to educate your customers, it would leave an
impact. Kind of the "one picture is worth a thousand words" idea.
Anyway, as you can see, there is no shortage of advertising and promotional support for you
to leverage when you're out there prospecting and also when your building your customer
relations. But frankly, other than product samples, I don't think you're taking full advantage
of these wonderful aides and I want you to. I mean just think about everything we want
our new customers to learn about our product offerings, our technology, our billing system,
our customization capabilities, even our corporate culture, etc. And even though our existing
customers already know a lot about our company, every time we revamp in any way, we need
to get the word out."
Heres what I want you to keep in mind: Marketing communication is more than a vehicle
for short-term gains only. It's true that advertising and sales promotions, samples, etc..
influence sales today, but it's also true that these types of marketing communications build
loyalty, repeat purchase, reinforce the PhisoTech image, and create enormous future good
will. In other words, profitability can be very positively influenced by use of these tools. So
I'm going to budget for each of your territories, and I want you to use these materials to create
top-of-mind aware for PhisoTech. Any questions?
The reps poured through the materials and, as Juanita had suspected, were amazed at the
mountain of sales aides that were available. Doug and Bill, not always on top of
technology, tended to shy away from such things as electronic slides, but they admitted that
there were many, many materials that they could be and should be using. Kathleen and Mel
often used electronic presentations, but both were quite impressed with the breadth of so
many other pieces that were also available. Although they had seen most of it, seeing it all
together had, as Juanita hoped, made the right impression. Nate had been putting together his
own electronic slide presentations, forgetting that PhisoTech had their slide presentations
PhisoTech
27
done by a local promotional agency. He had been quite pleased with how his stuff turned out,
but had to admit (only to himself, of course) that the professional set looked a lot better.
Following the meeting, Juanita asked Nate to meet with her briefly. Nate, even though
Philly had a hard time coordinating our schedules, I'm glad we have managed to spend some
time together. I heard through the grapevine that you discovered that one of the prospects in
your territory is an old college buddy, and that you've been spending a lot of time with him
trying to nail down account. What a small world.
Yeah what are the chances ? Nate responded. He knew, however, that Juanita was
letting him know that she was aware of all the tee times on the expense account, and that he
was probably spending a little too much time with his friend from college at the expense of
his other accounts. But Nate loved to golf and talk about Yale (it made him feel important),
and the fact that the guy was a bonafide prospective customer well, that made it even better.
But he also knew that he had to get out more with his key accounts and was starting to feel a
little guilty about not making the rounds. Plus, he wanted to build up his commissions.
Next time youre in town, Juanita, Ill get appointments with my A listand Ill be armed
with plenty of collateral materials! Youre on, Nate.
PhisoTech
28
DP4 Scenario:
Administrative Budget and Improving Customer Service
Although sometimes he is perceived as more than a little zany, make no mistake about it -
Lyndon Shriver is a respected leader in the business community. He has a razor sharp
intellect, and a sixth sense about leading PhisoTech. Lyndon keeps a constant pulse on the
marketplace and follows both his and other industries religiously. While the long-range
prospects for PhisoTech look bright, and the company tends to weather economic cycles well,
Lyndon prides himself on running a lean operation, and he expects his managers to do the
same. Lyndons motto has always been trim the fat =beef up the margins and, of course,
we know where that came from.
Given this lean machine mentality, Juanitas request for a major capital expenditure caught
Lyndon off guard. Am I reading this right, Juanita? You want to bring either in some new
fangled software to track customer purchases better, and allow customers to order online
all for a mere $225,000?!? OR you want to hire an inside sales/customer service
representative/webmaster at $50,000 a year!?! I gotta tell ya, Juanita, this hits me like a
brick you-know-what house. Talk to me
Yes, I knew that this would stick in your craw, Lyndon, but please hear me out. As much as
we try to stay on top of our customers particularly our best ones I've noticed that there is
some drop-off in customer loyalty. While I do have a few concerns about some of our newer
sales reps, I think if I continue to work with them in the field for awhile - things should work
out. So I don't necessarily think the drop-off in revenue is attributable to the sales force per
se. Having said that, I do think that some of the reps may be spread a little too thin, and have
a hard time servicing all of their accounts. As a result, we could be missing some orders. I
know some customers do call in their orders, but I also know that we don't have a centralized
in-house sales and customer service department. So if a customer calls in at four different
times with orders, they can end up talking to four different people. Then on top of that, we
don't really have the ability to bring up customer order histories easily anyway, so customers
end up starting all over every time they call. It's very frustrating for our customers, and it's a
very outdated process, Lyndon, particularly if we claim to be customer-focused. In fact, we
probably give some of our customers the impression that we are anything but customer-
focused. So thats one thing I dont like.
The other thing I really dont like is the missed internet opportunities. Yes, I know we have a
website, but it's basically just advertising customers can't order from us online. Customers
can contact us by e-mail, but I know for a fact that nobody follows up. So we are WAY
behind the times here. I do worry, Lyndon, that we are missing some easy sales because of
our in-house inefficiencies. We really need to make the necessary investment that will allow
us to track orders, bring up order histories AND allow customers to order online! I've done
my homework, and I know there's transactional software that can do all of this. I know Jay R.
Ewing is doing over 30% of his business online. That company seems to really be state-of-
the-art. Knowing that Jay R. Ewing was one of Lyndon's arch rivals, Juanita hoped this final
comment would help to persuade Lyndon.
Jay R. Ewings doing business online? That old coot! He wouldnt know a good business
opportunity from his oh, never mind. Now youve got my attention. Im listening.
I researched all the transactional software thats out there, Juanita continued, and, believe
me, theres a ton of itand none of its cheap! I was amazed at the extraordinary fees that
PhisoTech
29
some of these I.T. consulting firms charge -- millions of dollars, year after year-- to install
custom software systems that never work the way they're supposed to. So I definitely want to
avoid a situation like that.
One system that I have heard about that has been praised for its efficiency and effectiveness
is called ezOrder Software by Panoptics. It does everything were looking for tracks
transactions, stores order histories, aggregates data so we can segment our customers based
on their order history, and allows online orderingfor a price of $225,000, plus training
expenses of $25,000. I know $225,000 is a big up-front expense, but we could spread it out
over three quarters so we could expense $75,000 to the administrative budget each quarter
rather than one lump sum. In the first year, it will be a $100,000 charge, if we include the
$75,000 and $25,000 in training. When all is said and done, Lyndon, I think something like
this is really an investment in technology.
The other option is to hire an inside sales agent who can also function as a customer service
rep and a web administrator. This person would have the same kind of product training and
sales training that the field reps have and would be the central, in-house contact for our
customers. I guess I see this person as our in-house customer relationship manager. He or she
would be a trouble-shooter and be able to put out fires quickly. That person would have to be
very conciliatory, flexible, caring, and helpful. On top of all that, this person should be tech-
savvy, and able to handle our e-commerce.
Given these expectations, I think a beginning salary of $50,000 for starters is quite
reasonable. In fact, we might have to up the ante with a signing bonus or something. We want
to make it quite clear that this is not a minimum wage position. Whichever way we choose
to go, Lyndon the enterprise software or the inside sales person I think we need to address
this issue of lost sales opportunities...and quickly!
Having been uncharacteristically quiet as Juanita talked (no doubt because he was thinking of
his ongoing feud with Jay R. Ewing), Lyndon finally chimed in. You dont have to tell me
about some of these I.T. outfits and how they overcharge for services that are really never
rendered! Have I ever told you about my experience with a well-known consulting firm? Not
good not good. Thinking about it makes me mad as a charging bull! You may be right
about this Panoptics outfit, but, given my bad experience, I gotta tell ya - I'm sceptical, even
though I can see the wisdom in your argument. You may be right, it does seem to me we are
kind of lagging behind the times. On the other hand, the idea of hiring a customer relationship
manager (which is really the function of the software) is very appealing and an idea we
should have considered a long time ago. I guess Im open to either one, and I'll go along with
whatever you decide. But keep in mind my concerns about it, Juanita. We,, I'm gonna rustle
me up some grub, so please join me.
PhisoTech
30
DP 5 Scenario:
Compensation Package
Well, Philly, I guess its that time again. Why dont you come in and take some notes. After
spending so much time in the field recently, I know it's time to revamp the compensation
packages for the reps. Philly picked up his laptop and sat down in Juanita's office.
Philly really liked working for Juanita. He respected her and he knew she respected and
trusted him. And Lyndon --- well, Philly, like most of PhisoTech's employees, thought
Lyndon was simply the bestquirky cow thing and all. He paid his employees extremely
well, and invested in their future with well endowed benefits, a liberal Continuing Education
plan, etc. What I like best about Lyndon is that even though hes the big shot, he knows most
of his employees by name, and many of their family members by name too. Lyndon never
thinks hes too good to stop and chat for a moment with those of us on the lower rungs.
Philly also liked most of the reps in fact, they even asked him to join them on occasion
when they went to Skalawags. Nate he could do without, but Doug and Bill were the best. He
thought Mel was pretty sexy (but Mel thought Mel was pretty sexy too, so that made her kind
of unsexy, in Philly's opinion). But his favourite was Kathleen smart, energetic, good
looking yep, she's very cool, plus she doesnt make me feel like just a secretary.
To his mind (and Juanita's too), Philly was so much more than a secretary. He knew virtually
everything there was to know about PhisoTech, having been there almost from the beginning,
and he knew almost all of the customers on a first name basis. Philly took advantage of all the
training courses on the suites software that PhisoTech uses, and considered himself to be a
real whiz on just about everything. Currently, Philly was taking a webmaster course at the
local community college, partly for his own benefit and partly because he thought he should
know about it for his job. He was indispensable to Juanita, particularly since she was
spending so much time away from corporate. Plus Juanita knew she could trust Philly with
highly proprietary information. Nobody would ever catch me hanging around the water
cooler!
O.K., Philly, Im putting together the new compensation package for the field reps. Ive
already talked with Lyndon about all of it, so it's just a matter of coming up with the right
combination to keep everybody happy. Why don't you put together a little Excel spreadsheet
right now, and we can play around with some what ifs. Here are the issues I need to
address:
a. Commission rate
b. 401(k) retirement benefits
c. Base pay
The other stuff is pretty standard like insurance and PTO (Personal Time Off), etc. so lets
just work with those three. Juanita had done a lot of soul-searching as she grappled with
several questions: (1) Will the final combination package provide the proper motivation for
the reps to increase immediate sales? If so, would an increase in immediate sales in any way
sacrifice the long-term account relationships and ltv? Is the salary+ combination the right
one? Should the base pay be higher or lower? Is the commission paid from product sales too
high or too low? What about the 401(k)? I have to keep in mind that my compensation
hinges on the sales team's ability to meet Lyndon's objectives, so how I compensate, motivate
and evaluate are key issues that directly affect my performance as well.
PhisoTech
31
O.K., Philly. Help me sort this out, and lets make some progress. Here are the steps we need
to think through in designing the compensation plan
I've set the sales quotas for each rep which are Lyndon's set of objectives.
I know the primary aspects of job performance to be rewarded individual sales
revenue and ltv numbers. Plus their relationship selling skills, how satisfied their
customers are, etc.
Then I can decide on the most appropriate level of total compensation (including base
pay, commission, benefits, etc.).
Finally, I will bring in each individual for a formal evaluation. My evaluation of their
performance will be based primarily on whether or not they consistently met their
sales goals. Then secondarily, I will evaluate them on my judgments regarding their
account management skills, customer satisfaction levels (measured by what I learn
from the customers while I'm in the field), and finally, attitude.
PhisoTech
32
DP6 Scenario:
Taking it to the Street Wall Street
Juanita was curious when Lyndon called a rather clandestine meeting with his top people a
week earlier than scheduled. Just by the way things were hush-hush, she knew the meeting
itself must be of a highly sensitive nature. But she could also tell that he was pretty excited
about making some kind of an announcement. When she walked into the meeting, she noticed
that PhisoTech's CFO, Oscar Meyer, the Board of Directors, and an investment banker, Wally
Streeter, were in attendance.
Clearing his voice, Lyndon greeted those in the room with a fair amount of fanfare. Im as
excited as a cow in heat to make this announcement, folks. As you know, PhisoTech's stock
has been publicly traded for sometime now on our local exchange. As you also know, when
we were at the National Sales Meeting at Bob's Bunkhouse some time ago, I set out some
aggressive goals for our company. So in keeping with my vision to keep PhisoTech on the
cutting edge of the industry, and also to satisfy those goals, I've decided to list the PhisoTech
stock nationally with NASDAQ! Lyndon was pleased to see more than a few eyebrows
arched with that one!
Now, of course, I did not make this decision in isolation I never would do that! But after
meeting with and the Board of Directors several times and with Oscar and Wally - two of my
long-time and most trusted associates - I think this is the best way to take the company where
I think it should go. This is the next logical step for us.
After handing out notes from his electronic slide presentation so everyone could follow
along, Lyndon flipped on the LCD projector to present the important points of his decision.
Heres the way I see it:
Our stock is thinly traded locally. In other words, there's not as much trading activity
as I'd like there to be, and one of the reasons is because our stock is not widely
available for trading. That fact alone tends to keep our stock prices down.
If we moved our stock to NASDAQ, we would have broader exposure and hence
more trading activity.
Being with NASDAQ, our company would be tracked by some heavy hitters like
major brokerage firms and mutual funds then various financial institutions would sit
up and take notice.
Notice is what we want and here's why: Since nationally traded firms have more
access to the global capitol investors, PhisoTech would be in a better position to get
investment capitol if we ever decide to expand.
Now, before we have a Q&A, I want Wally Streeter to say a few words. Wally.
Thank you, Lyndon. Buttoning the middle button of his Armani suit, Wally walked to the
podium. Wally was the consummate investment banker (except he was humble and gracious).
He had done very well during the dot.com heydays, and managed to get out at the right time.
It had been quite a humbling experience for a lot of investors, and Wally, although already a
pretty humble guy, maintained that he was no exception. It put things back in prospective
for me, he admitted.
Im just glad I properly advised Lyndon and my other clients, and that none suffered any
severe financial loss.
PhisoTech
33
Lyndon, Oscar and I have discussed the possibility of taking PhisoTech national for several
months. My firm, Streeter, Streeter & Strand, is very excited about this move, as is the
PhisoTech Board. Tex Penneypacker, for example, has been wanting to do this longer than I
can remember. We think PhisoTech is well positioned for this step forward, and our firm is
prepared to back you all the way when the time comes. Although Oscar, Lyndon and I will be
happy to answer any questions now or in the coming weeks, I hope you understand that, at
this point, we have to be extremely cautious about who we talk to about all this. Since a move
like this would be of great interest to the investment community, premature disclosure could
significantly influence the stock price. After making a few more brief comments, Wally
turned the podium back over to Lyndon.
Lyndon cleared his throat, and interjected that Wallys firm, SS&S, was prepared to issue a
glowing report to the investment community about the promise of PhisoTech moving to the
next level. We have all the confidence in the world that this will be a positive move for
PhisoTech, and should boost our stock price significantly. I'd like to conclude by telling you
that, as my top managers and as a reward for your outstanding performance and contribution
to PhisoTech, Oscar and Wally have put together a stock option plan for each of you. I will
be meeting with you individually to discuss in the near future.
Before opening the discussion for Q&A, Lyndon reiterated this cautionary note. You are my
trusted associates and I want you to be informed about our plans. On the other hand, I
strongly recommend that, for now, you handle this meeting as highly proprietary and that you
not reveal the nature of this meeting to any of your direct reports. The SEC (Securities and
Exchange Commission) is eager to prosecute even a hint of insider information disclosure.
-------------------------------------------------
Six weeks later, as Juanita was getting ready to meet with the reps individually, she reviewed
all the performance evaluations (see Appendix). Sitting back from her desk, she felt
somewhat relieved to have them done and copies sent to Lyndon. However, she knew she had
some issues to deal with.
Of greatest concern was the dramatic increase in order activity with some of Doug's accounts
.much more than was typical even for a superstar salesman like Doug. O.K., this isnt
necessarily a bad thing, why this flurry of account activity? Juanita asked herself. She tried
to think back to her last visit with Doug. She hadn't noticed that he was doing anything
substantially different from his normal activities. Plus I dont think the needs of any of his
major accounts have changed that much at least not that Im aware of. Doug has always
been a terrific producer and fiercely independent. But one thing was certain in Juanita's mind.
Somethings just not right.
As for Bill and Kathleen, both are well on track, although there are a few minor issues to
deal with when I meet with them. Mel and Nate, however, are another story. I need to put my
cards on the table regarding their respective performances. Mel is what I call "malleable,
and does benefit from my coaching efforts. Nate well, Nate is a handful.
Just as Juanita was about to start her meetings, Lyndon popped his head into her office.
Juanita, can I have a few minutes? As Lyndon came into her office carrying all the
performance evaluations, Juanita noticed that he was not his usual self. Ill get right to the
point. Do you remember when Wally Streeter was here awhile ago to announce our plans to
PhisoTech
34
go national? Juanita nodded, as Lyndon continued. Do you also remember when he
cautioned that the information in that meeting was to be held strictly confidential? Again,
Juanita nodded. Well, it has come to my attention that a handful of our customers got wind
of our plans to go national and started trading our stock prematurely.
Ya' know, that kind of insider information is pretty valuable and customers would probably
richly compensate someone for it. So my question to you is (1) do you know who let the calf
out of the bag and (2) how did they found out? In other words, which one of the reps spilled
the beans?
Juanita was shocked that word had leaked out. Lyndon, I cant think of a single person on
your executive team who you can't trust to keep things confidential. So how someone found
out is beyond me. However, who that someone is may not be quite as much of a mystery.
You know me, I like everybody, but when it comes to business, Im all business. So Ill be
frank, interrupted Lyndon. According to Wally, PhisoTech will be closely scrutinized by
industry analysts as we announce our plans to move to the National exchange. About the only
thing that Wally is worried about is this: Benchmarked against the industry, our sales salary
expenses are too high as a percentage of sales. Analysts won't like that., and about the only
way to improve the situation in the short-term anyway is to put somebody out to pasture.
You're the VP of Sales and Marketing and you know these reps better than anyone
especially since you've been spending so much time with them. Frankly, after looking over
the evals (given below), I see that not everyone is making PhisoTech look good. So while I
know this is a difficult task, I want you to decide who to terminate. Who, in terms of future
worth to the company, is a liability?
PhisoTech
35
PERFORMANCE EVALUATION
Check if Quota was met.
Quota Q1 Q2 Q3 Q4 Q5 Q6
Employee: Mel Brookes Sales $
LTV
Evaluator: JV ACCTS
Excellent Exceptional performance which consistently and in all areas exceeds job
requirements and PhisoTech's standards of excellence
Very Good Performance exceeds job requirements and PhisoTech standards of excellence in
many areas
Good Performance meets all job requirements and PhisoTech standards of excellence
Needs Improvement Performance is fully satisfactory in most respects, but development is required to
achieve PhisoTech standards of excellence
Unsatisfactory Overall performance was unsatisfactory; failed to meet job requirement and
PhisoTech standards of excellence
Not Observed Data insufficient to make an evaluation
Professional Skills E VG G NI P NO
Market & Product Knowledge
Analytical/Quantitative/Problem Solving Skills
Creativity
Initiative & Commitment
Judgement & Decision Making
Overall Attitude
Oral Communication Skills
Written Communication Skills
Professionalism
Relationship Selling
Cross-Selling/Up-selling
Revenue Contribution
Expense control
Negotiation and Deal Execution
Account Management
Time Management
Budget Management
Planning and Organization
Team Player skills
Adherence to Policies/Procedures
Comments: Mel has a marvellous attitude about being a part of PhisoTech. She's very articulate when she's in
front of the customer and communicates well. She has worked hard to learn about the products, markets etc.
Her greatest strength is in customer service bringing about a quick resolution to problems with products or
services, areas of dissatisfaction, etc. But clearly, Mel's greatest problem is her fear of selling. Hence,
relationship building is a strength, creating selling opportunities is a serious weakness. Prospecting is also huge
issue for Mel. I've been coaching Mel to teach her how to be more systematic and analytical in her approach to
managing her territory.
Note: Mel responds positively and quickly to coaching and training in most areas. For example, I cautioned Mel
to watch the necklines and hemlines, and she's made a concerted effort to dress more professionally. But, of
course, poor selling skill is a bigger problem and I am frankly concerned.
PhisoTech
36
Employee: Nate Braggs Sales $
LTV
Evaluator: JV ACCTS
many areas
Creativity
Overall Attitude
Professionalism
Expense control
Account Management
Time Management
Budget Management
Team Player skills
Comments: No one can dispute that Nate is smart! His analytical skills are strong, plus his quick grasp of the
product line and knowledge of his territory is impressive...particularly since he hasn't been with us very long.
However, I have a number of concerns about Nate. He lacks good planning and time management skills, and is
not very motivated. He has concentrated the bulk of his time with a prospect he knows personally. In the
meantime, several of his key accounts have had to call in their orders (it's a good thing we took care of that in-
house customer service issue). Nate has some excellent accounts and I will not allow those accounts to be put in
jeopardy. Nate needs to get his act together....and soon.
Even with is poor account management, he has managed to put up some decent sales numbers. I'd like to see
what he could do if he put forth a real effort. I'm losing my patience with him, however.
PhisoTech
37
Employee: Kathleen Kane Sales $
LTV
Evaluator: JV ACCTS
many areas
Creativity
Overall Attitude
Professionalism
Expense control
Account Management
Time Management
Budget Management
Team Player skills
Comments: I'm very pleased with Kathleen's continued progress. When I met with Kathleen, she agreed with
my overall evaluation. her true strengths are in relationship building and selling. I've observed that she is very
comfortable with most of her customers, plus prospecting seems to come rather naturally. She has noted areas
where she an work to improve, and I have no doubt that she will. Overall....Kathleen has done very well.
PhisoTech
38
Employee: Doug Fredrick Sales $
LTV
Evaluator: JV ACCTS
many areas
Creativity
Overall Attitude
Professionalism
Expense control
Account Management
Time Management
Budget Management
Team Player skills
Comments: The numbers that Doug has been bringing in are unbelievable lately. Truly extraordinary..and i'm
not exactly sure why.
When I asked Doug about this flurry of sales activity among his key accounts, he attributed it to his relationship
selling efforts. If that's the case, we ought to bottle it and sell it! However, when I mentioned Lyndon's concerns
insider stock tips being leaked twosome of our customers. Doug got noticeably defensive.
One of my key concerns with Doug has been his need for complete autonomy. I appreciate his independent
spirit, but I wish he was more of a team player. plus I sometimes wonder if his strong need - to - achieve could
run amuck.
If my suspicions are correct about Doug, I will be faced with a difficulty decision.
PhisoTech
39
Employee: Bill Telle Sales $
LTV
Evaluator: JV ACCTS
many areas
Creativity
Overall Attitude
Professionalism
Expense control
Account Management
Time Management
Budget Management
Team Player skills
Comments: Bill is one of my most consistent top performers. When working with him, I've been impressed
with Bill's professionalism and his analytical approach to working with his accounts. He makes PhisoTech look
good!
I do recommend that Bill look for cross-selling and up-selling opportunities that he may be missing with his key
accounts. Also, Bill's expenses can get 'over the top'. while his numbers indicate that he's making good use of
those expenses, there are areas that he could cut without jeopardising his sales (i.e. he should use his upgrades to
fly business class - otherwise he should fly coach). In both cases, Bill has agreed to be more aware of potential
selling opportunities and to be more vigilant with expenses.
PhisoTech
40
DP7 Scenario:
Incentives: The Morale Booster
Per Juanita's instructions, Philly reserved one of the banquet rooms at Scalawags for the next
quarterly sales meeting. Scalawags is an upscale bar and grill for the city's young
professionals, and one frequented by most of the sales reps when their in town. Nate, in
particular, frequented the trendy place a lot, and most of the regulars knew him by name (and
some by more than that). Several of the other reps would often come to Scalawags to talk
shop (and gossip). Since Lyndon had urged Juanita to look for ways to boost morale after the
termination (as well as to reinforce the cohesion of the sales force after the layoff), she
thought Scalawag's was as good a place as any.
I know this is kind of a PhisoTech watering hole, so I thought this would be a good place
to hold our quarterly meeting, Juanita announced. Plus rather than meeting with each of
you separately, I thought I would hold an open forum so we could move on from recent
events at PhisoTech. Hope thats O.K.
As you know, Juanita continued, for the last several quarters now, Ive been setting aside
several days to visit with you in your territories and work together. I've enjoyed working with
you, and also getting out to some of your key accounts. Overall, I think this has been time
well spent. I've been impressed with the strategic sales posture several of you have adopted in
your respective territories. You appear to have successfully integrated some of the
relationship selling ideas, and many of your customers have terrific things to say about you.
Not wanting to put anyone on the spot, Juanita made it a point to start with positive
comments about all the reps. I also know that some of you are relatively new to PhisoTech,
but my hope is that you are feeling increasingly confident and comfortable with your
customers and meeting their product needs. And the cold calling? I know it's hard sometimes
getting out there and knocking on doors, but as you persist, it will start to pay off big time.
Just ask some of our sales veterans, Im sure theyd be willing to share some of their been
there, done that war stories with you anytime.
Some of you have had to pick up where previous reps have left off something that I know
can be challenging. But you many of you have a real handle on building your own
relationships with the customers. I'm glad some of you have had some exposure to the
concept of managing customer relationships earlier in your career you seem to be a natural
at it. Just keep working the territory.
While I dont want to skirt the issue about the termination, I dont necessarily want to dwell
on it. So if you have any specific concerns I would appreciate it if you meet with me
privately. Now here's something that will probably interest you. I've been looking into ways
to build a little friendly competition, andhave some fun - something we could probably all
use a dose of. Now I know some of you were a little disappointed that the National PhisoTech
meeting was at Bob's Bunkhouse and Corral --- it just wasnt your style, right? Several
agreed with her. But Id wager that Maui comes closer to your idea of a fabulous vacation.
Now granted, we all know that Maui must be simply awful in January and February,
Juanita joked, but would any of you be up for an all-expenses paid, week-long vacation at
one of Mauis private beaches? Juanita could tell that she had piqued everyones interest. I
would like to propose a contest and the winner could start packing for a simply fabulous
PhisoTech
41
time. You know that when Lyndon does spend, he likes to spend BIG. So your winning
efforts would be richly rewarded!
On the other hand, think about this! To build a little team spirit, Im thinking about another
possible incentive. If you, as a team, can successfully exceed PhisoTech's revenue, ltv and
contribution income objectives for two quarters in a row, you'll all win an all-expenses paid
weekend junket to Lake Tahoe (including golf green fees and a liberal gambling allowance)!
I've been to Lake Tahoe, as perhaps some of you have, and it is truly spectacular.
The carrot Juanita has judiciously placed in front the reps had, as she predicted, started the
flow of competitive juices, and all the reps started buzzing about the contests. Sales contests
at PhisoTech? It had just never happened before, so Juanita's challenges elevated the energy
and enthusiasm in the Scalawag's meeting room significantly. Any catches, Juanita?
Pausing momentarily, Well there really aren't any catches. But here are the two contests as
I see them. (1) Maui One and only one person can win. So to get to Maui, you'd have to
compete against each other. On the other hand, (2) Lake Tahoe everybody can win. To get
to Lake Tahoe, you'd have to work as a team. We'll vote on it majority wins!
As the evening wore on, and the friendly repartee died down, each of the reps started thinking
about Juanitas proposals
Id love to get to Tahoe and do some gambling and golfingalthough Maui would be very
romantic. Either way, I really need a vacation.
I like to gamble, but its gotta be Maui. Lord, its hard to be humble when you look as
good as I do on the beach.
Maui Yes!! Lord, its hard to be humble when you look as good as I do on the beach.

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