1. Should Cheryl Sites recommend a change in strategy? Answer: The company has the largest market share in the U.S. security market, but only 27% of its sales come from there (international sales = 73%). Its potential for sales is enormous. The company is trying to grow by implementing a new marketing and sales strategy to target sales in areas of low population. They have tried to do this with their existing salesforce utilizing a distributorship model, but it is problematic for two reasons:

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1. Should Cheryl Sites recommend a change in strategy?
Answer: The company has the largest market share in the
U.S. security market, but only 27% of its sales come from
there (international sales = 73%). Its potential for sales is
enormous. The company is trying to grow by
implementing a new marketing and sales strategy to
target sales in areas of low population. They have tried to
do this with their existing salesforce utilizing a
distributorship model, but it is problematic for two
reasons:
1. The salesforce makes less money per sale through
distributorships because the sales prices are
discounted. So the commission per sale is lower for
each item sold in this manner. It also requires more
time by the sales person to setup and train the
distributorships.
2. The salespeople feel that they are in competition with
the distributorship and that they may be ultimately
helping make a path where sales only happen via this
method - they are literally training their replacements.
Cheryl Sites has listed three different options. I think they
should just give up on the future sales and the distributor
network because it leads to unhappy salespeople and
instead just focus on what made them #1 - their existing
customers and their current salespeople. Let other
companies fight over the smaller, less profitable, and
lower volume sales these isolated customers would
bring. Why rock the boat?
Transcribed Image Text:1. Should Cheryl Sites recommend a change in strategy? Answer: The company has the largest market share in the U.S. security market, but only 27% of its sales come from there (international sales = 73%). Its potential for sales is enormous. The company is trying to grow by implementing a new marketing and sales strategy to target sales in areas of low population. They have tried to do this with their existing salesforce utilizing a distributorship model, but it is problematic for two reasons: 1. The salesforce makes less money per sale through distributorships because the sales prices are discounted. So the commission per sale is lower for each item sold in this manner. It also requires more time by the sales person to setup and train the distributorships. 2. The salespeople feel that they are in competition with the distributorship and that they may be ultimately helping make a path where sales only happen via this method - they are literally training their replacements. Cheryl Sites has listed three different options. I think they should just give up on the future sales and the distributor network because it leads to unhappy salespeople and instead just focus on what made them #1 - their existing customers and their current salespeople. Let other companies fight over the smaller, less profitable, and lower volume sales these isolated customers would bring. Why rock the boat?
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