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UK University Case Analysis Profile of Garrick Salespersons Paper

UK University Case Analysis Profile of Garrick Salespersons Paper


  1. Creating Profiles for Garrick Salespeople:

    a. Attitude: – Salesperson 1: Positive attitude, eager to learn, adaptable. – Salesperson 2: Seasoned professional, confident, proactive. – Salesperson 3: Enthusiastic, ambitious, customer-focused. – Salesperson 4: Reserved, analytical, detail-oriented.

    b. Career Stage: – Salesperson 1: Entry-level, building foundational skills. – Salesperson 2: Mid-career, with years of experience. – Salesperson 3: Early career, but rapidly advancing. – Salesperson 4: Late career, brings extensive knowledge.

    c. Motivation: – Salesperson 1: Motivated by growth and learning. – Salesperson 2: Driven by financial success and competition. – Salesperson 3: Motivated to establish a strong career. – Salesperson 4: Motivated by maintaining stability.

    d. Job Performance: – Salesperson 1: Meeting targets but with room for improvement. – Salesperson 2: Consistently exceeds sales targets. – Salesperson 3: Meeting or slightly exceeding targets. – Salesperson 4: Meeting targets but not actively seeking growth.

    e. Potential Future in the Company: – Salesperson 1: High potential with proper training and mentorship. – Salesperson 2: Strong potential for leadership roles. – Salesperson 3: Potential to become a top-performing salesperson. – Salesperson 4: Stable contributor but less room for growth.

  2. Territory Allocation for TSMs:

    Territory allocation should be based on a combination of factors, including salesperson profiles, geographic factors, customer distribution, and market potential. Here’s a general allocation:

    • Salesperson 1 (Entry-level, growth-oriented):
      • Assign a smaller, local territory with existing clients for gaining experience and building relationships.
    • Salesperson 2 (Experienced, high performer):
      • Assign a larger, competitive territory with high potential for sales, as they are likely to excel in a challenging environment.
    • Salesperson 3 (Early career, ambitious):
      • Assign a mid-sized territory with a mix of existing clients and growth potential, allowing them to prove themselves.
    • Salesperson 4 (Late career, stable):
      • Assign a stable, low-demand territory with existing loyal clients where maintaining relationships is crucial.

    The reasoning behind this allocation is to leverage each salesperson’s strengths and motivations. Entry-level Salesperson 1 can develop skills locally, while experienced Salesperson 2 can tackle a more challenging area. Salesperson 3 can balance growth and stability, and Salesperson 4 can maintain existing relationships effectively.

    However, this allocation should be adapted to the specific market conditions, product lines, and other factors mentioned in your case.

UK University Case Analysis Profile of Garrick Salespersons Paper





According to the case, only answer the following two questions

1. Create a profile of each Garrick salesperson in regard to their attitude, career stage, motivation, job performance, and potential future in the company.

2. How should Wiley allocate territories to the four TSMs? Explain the reasoning behind your choice of territory allocation.

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