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Problems in a Computer Equipment Business

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The computer business has grown rapidly over the past decade, creating new opportunities for entrepreneurs with a new product or a new idea. However, success is not assured and requires the application of sound business principles at every level, and the management of the sales force is a key to getting the given product into the marketplace. Problems with the sales force affect every other facet of the operation of the company and reduce the likelihood of success for that company.

One company experiencing such problems is the California-based Port Connection, which is in the business of producing and selling computer equipment. This company has been in business for about five years and has grown rapidly, perhaps too rapidly, and the development of the sales force has been undertaken to date in a rather haphazard fashion. The company was developed as a distributor for a product created in Belgium and imported by this company for sale in the United States. The product allows an office to connect multiple computers to one or two printers, with a buffer so that a number of jobs can be retained at once and then printed out in the order received. The product enables an office to work more efficiently, and this is a key selling point, along with the ability of the equipment to hold a large number of print jobs in its buffer at any one time. The product was sold successfully in Europe by the originating company. Port Connection brought the product to the U.S.

. . .
ning or with turnover so that the sales person who made the sale originally is no longer around to provide service. * The basic problem seems to be a lack of coordination of the sales force. The sales people have not been brought together around a sales team concept and they have not been given the hierarchy or the training necessary to perform as needed. The sales department, along with the rest of the company, developed piecemeal over its relatively short life. An interview with the General Sales Manager about this situation points to several areas where he believes change could be made and where he sees some change as necessary, and a number of the issues he raises relate to a hierarchy and organizational structure that is too loose. The General Sales Manager himself is the central figure at the main office, and he oversees the work of the sales force. He notes, though, that this force has been hired one member at a time as a territory was selected. Actually, this was usually done when an entire state was added to the distribution network, though California was divided into four sections from the first because of its size. The divisions are somewhat arbitrary and are not divisions in the strict sense--they are rather r
. . .

Some common words found in the essay are:
Sales Manager, Port Connection, , References Dumaine, sales force, team concept, Stumm DA, sales manager, sales people, jacob 1994, dumaine 1994, sales team, port connection, turnover sales, manager sales, Management Association, handled manager sales, management sales force, 1994 215 team, manager sales region, jacob 1994 215,
Approximate Word count = 1941
Approximate Pages = 8 (250 words per page)

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