In mid-2002, “A Day in the Life” shows this case a district sales manager for a Silicon Valley company, the technology market faced a downturn. The case provides a polarized class discussion about the disadvantages that a new district manager make in relation to the setting / fire and the establishment of quotas could to inherit a mixed bag of talent in a shrinking district. There is also additional texture on the types of challenges and activities, such as individually offer a … Read more »

In mid-2002, “A Day in the Life” shows this case a district sales manager for a Silicon Valley company, the technology market faced a downturn. The case provides a polarized class discussion about the disadvantages that a new district manager make in relation to the setting / fire and the establishment of quotas could to inherit a mixed bag of talent in a shrinking district. It is designed to provide additional texture with the kinds of challenges and activities that would face such a person (other than the face of a sales representative). The case allows students in discussions of four dilemmas faced by the district manager involved: (a) the representative he should keep in his district, and that he should fire, (b) How should he negotiate quotas / goals with his boss ? (Regional Manager), and with his representatives?, If (c) to train an employee who is likely to fall short the company’s growth objectives, or replace it in the hope that the setting to better performance?, And (d ) What should Jim do about an employee that the client’s interests ahead of the company seems to consist in the implementation?
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from
Mark Leslie,
James Lattin,
Patrick Arippol
Source: Stanford Graduate School of Business
24 pages.
Release date: 06 August 2007. Prod #: E263-PDF-ENG
NetApp: The Day-to-day by a district manager HBR case solution

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