STUBBLEFIELD

APPLIANCES
Case Analysis

JAHANZEB AAMIR. SAAD ALI KHAN.

AYESHA JAVAID. SALMAN RIAZ
MBA II SECTION A MARKETING 1
SALES FORCE MANAGEMENT
PROF. FAREED A. FAREEDY

Stubberfield Appliances

Introduction:
Stubblefield appliances is contemplating over the decision of redeployment of Sales Personnel to
newly designed territory. The plan is to reassign territories to sales people for 12 months. 15
sales representatives are to be withdrawn from Northern European Operations and an additional
17 people are being drawn from the southern region. During this 12 month period, new sales
representatives will be hired and trained. At the 8 month end of their training they would be
deployed to the field to join the current sales representatives. One year after the deployment the
new sales representatives will take over the territory and the representatives will be sent back to
their respective territories.

1) Work Load Analysis for NE

operation:

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Poland
Ukraine

1800

1200

12900

11700

50%

100%

25%

25%

20%

100%

20%

1680

3360

840

840

672

3360

672

12

12

42

Belarus

East Germany

Estonia

Latvia

Lithuania

Poland

Ukraine

Total

Ukraine

Poland

Lithuania

Latvia

Estonia

East Germany

Belarus

233,000

120,727

25,174

25,400

18,370

41,767

80,200

51,500,000

38,600,000

3,700,000

2,500,000

1,500,000

16,300,000

10,300,000

221.03

319.73

146.98

98.43

81.65

390.26

128.43

S
alesRep Required/T
T
e
e
r
r
r
r
it
it
o
o
r
r
y
yDe
T
s
e
ig
rr
n
it
a
o
tio
ry
n
in S
qu
G
a
e
rn
ee
M
ra
ile
lP
s
opulatio
P
n
opulation S
D
a
e
le
ns
s
it
F
y
orce Deployment

3360

Lithuania

300

33600

Latvia

300

Avgphone selling

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2700

Estonia

East Germany

600

1200

Belarus

TerritoryCo
P
d
h
e
one S
elling(
P
O
h
fo
A
n
v
e
eS
ra
e
g
llin
e)ghoursper Territory

900

Phone S
elling

Stubberfield Appliances

Stubberfield Appliances

Deployment of sales Rep

Q3) Potential Benefits and

problems associated with 12
Month Redeployment plan:
Benefits:
-

One of the major benefits is that the representatives are trained and therefore the sales
will start right away without any delays. The representatives have the product related

knowledge and hence the training costs will be minimized.

The new sales representatives will undergo on the job training, since this is the best type
of training which gives a practical idea about the selling practices of the firm and the

products.
The current employees will be exposed to new consumers and this will add to their
experience.

Problems:
-

The firm will have to bear costs for two types of work force for one territory.
The sales reps once settled in this territory will be dissatisfied if they are replaced.
The sales people will lose contacts and accounts in their current territories when they go

back.
Since it is a new territory the sales people will need time to settle down.

Q4. Compensation
-

We will need people for sales support team.

Since these people are being up rooted from the territories where they have established
relations and are making sales to reassign them they have to be compensated for their

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efforts. This will include bonuses since these sales reps are not even entitled to vocations.
This scenario demands extra care to keep these sales reps motivated.
Q5. Recommendation
-

Our recommendation is that the relocated force be adjusted in the new territory. These
people 27 people are extra and they are their efforts does not bring in any extra income,
Therefore they should be kept in the new territory where their efforts will be fruitful for
the company. After a year they could be sent back to their respective territories if they
wish, but mainly on the basis of their performance indexes. These people can be rotated
to enhance shared learning among the sales force team. After one year once the key

accounts are established these people can be shifted to the key accounts.
We need a total of 48 people for this new territory. Extra people from other territories can
also be accommodated here to reduce the cost of extra hiring.

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