Milford Industries

A successful manufacturer of tools and accessories, Milford Industries sells its products in the United States through sales districts based on geographic territories. These "districts," whose managers are based within the confines of the districts, are grouped into three regions whose managers are based in Chicago. International sales are handled by international sales managers based overseas. Harry Oates has just been promoted to sales manager for the Capital District and has inherited a district with some of the lowest sales in the nation. It is up to him to turn the district around, including analyzing whether the eight sales representatives currently in the district are the right people for the job.

The problems in the capital district actually start higher up in the organization. The entire domestic sales organization is in a state of upheaval, which places an additional burden on a district which is not meeting its full potential. Where the Capital district might have benefited from the experience of managers who were knowledgeable about its activities, no such individuals are available. On the one hand, this is due to circumstances beyond Milford's control: the district sales manager passed away unexpectedly. However, the company had recognized previously that the district was underperforming and had not taken steps that were anymore serious than to gather data about the situation.

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ition shifts to second when viewed from this vantage point, but that there is less difference between Eaton, Burke and Harlow than between Eaton and Durfee. Durfee, the most productive sales representative in the district, is also the one with the most potential. Although she has only 160 active accounts, she has generated the third-highest level of sales for the organization. If, as Falzarano suggests, she is able to move into larger stores, she may well move into the same level as other top performers in the rest of the organization. Eaton, the second most productive sales representative (and the one with the highest sales numbers), is nearing retirement age. Falzarano has expressed concern that Eaton is "slowing down," but Oates should spend time to learn how Eaton has succeeded in his territory. He also has a low number of active accounts relative to his sales, indicating that he is successful at managing his time and producing revenue. Harlow has the fewest active accounts of any sales representative, indicating that he has a high level of per-account sales (given that he is fourth in overall sales revenue). While Falzarano discounts Harlow's abilities, he may be able to improve by offering coaching on increasing his

Category: Business - M