Dear All, Greetings!!
This is my first post in Citehr. I have heard a lot from my friends about this site now as I got my own system with an internet facility even I can have a regular reading at this site. I am reading certain subjects and finding the suggestions given really now even am Fan of this site.
So, here I come to the point.
I have one case, I am putting my own points also what I have understood about it but for sure I need all your support and guidance so that I can get the proper words to analyze the case and I can get other perspectives too.
Case Study # 1
M/s Rainbow Ltd is a reputed manufacturer of cattle/poultry feed. The company is a 25 years old establishment having branch sales offices all over India with Head Office at Bombay.
In one of their Branch at Nagpur, there were four sales officers headed by a Branch Manager. At the end of the financial year 1999-2000 it was observed that the Branch had achieved only 80% of their targets. The Branch Manager was asked to explain the reason of his poor performance.
He stated that two of his sales officers namely Mr. A.K. Roy and Mr. P.N. Naik had left during the year. He had taken two new people after a lot of search. By the time these two sales persons were selected and joined, two months had passed. Thereby he was short of two sales persons for about two months. As these two areas were unmanned for two months and sales was down, he had no choice but to send these two new sales persons immediately in the field without any formal training. These two new sales persons took some time to perform at the expected level. That is why his sales for the year suffered drastically.
He was further asked why these two people left the company. He replied that one of their sales officers namely Mr. A. K. Roy was fresher ad was not performing well in the market. Even though he was eager and enthusiastic person he was not able to convince his customers due to lack of adequate knowledge of the products and the market. The Branch Manager had warned him in writing that if he did not improve his performance, appropriate action will be taken against him. He also sent some product leaflets and list of big customers to him. In spite of this Mr. Roy did not any improvement. Thereafter the Branch Manager with a view to give him one more chance sent a second warning in writing as he was not able to visit his area. The Branch Manager tried his best to develop him but it did not work. Therefore, finally the Branch Manager had to call him to his office and ask him to resign.
Case Study # 2
In the second case Mr. P.N. Naik was a new employee and was a good performer. He was working well in the market and was achieving his target. However, he had some problem with one of the big customers. The big customer had made a complaint against him to the Sales manager at HO Mr. Naik was due for confirmation in Nov 99. Though the Branch Manager had recommended his confirmation to the sales manager, he was not given confirmation letter.The branch manager had enquired the Personnel Manager regarding his confirmation. The personnel manager replied that the personnel dept have not received the recommendation for confirmation. The sales manager said that since he has received a complaint about Mr. Naik from one of the big customers, Mr. Naik’s probation should be extended. Accordingly Mr. Naik’s probation was extended. However, Mr. Naik did not accept his extension of probation letter and resigned.
Analysis: Case Study 1:
1) Faulty recruitment procedure.
2) No importance to Training & Development
3) No employee development during his tenure of work .
4) No guidance when an employee in the market for direct sales, company not bothered for its reputation also.
5) No follow-up of monthly report otherwise they can stay updated for the short fall of their sales.
6) No support to the new joinee.
7) Warning letter is not the only way to rule out the sales issue.
Analysis: Case Study : 2
1) Faulty Communication System
2) No confidence on employee
3) No good retention policy
This is my first post in Citehr. I have heard a lot from my friends about this site now as I got my own system with an internet facility even I can have a regular reading at this site. I am reading certain subjects and finding the suggestions given really now even am Fan of this site.
So, here I come to the point.
I have one case, I am putting my own points also what I have understood about it but for sure I need all your support and guidance so that I can get the proper words to analyze the case and I can get other perspectives too.
Case Study # 1
M/s Rainbow Ltd is a reputed manufacturer of cattle/poultry feed. The company is a 25 years old establishment having branch sales offices all over India with Head Office at Bombay.
In one of their Branch at Nagpur, there were four sales officers headed by a Branch Manager. At the end of the financial year 1999-2000 it was observed that the Branch had achieved only 80% of their targets. The Branch Manager was asked to explain the reason of his poor performance.
He stated that two of his sales officers namely Mr. A.K. Roy and Mr. P.N. Naik had left during the year. He had taken two new people after a lot of search. By the time these two sales persons were selected and joined, two months had passed. Thereby he was short of two sales persons for about two months. As these two areas were unmanned for two months and sales was down, he had no choice but to send these two new sales persons immediately in the field without any formal training. These two new sales persons took some time to perform at the expected level. That is why his sales for the year suffered drastically.
He was further asked why these two people left the company. He replied that one of their sales officers namely Mr. A. K. Roy was fresher ad was not performing well in the market. Even though he was eager and enthusiastic person he was not able to convince his customers due to lack of adequate knowledge of the products and the market. The Branch Manager had warned him in writing that if he did not improve his performance, appropriate action will be taken against him. He also sent some product leaflets and list of big customers to him. In spite of this Mr. Roy did not any improvement. Thereafter the Branch Manager with a view to give him one more chance sent a second warning in writing as he was not able to visit his area. The Branch Manager tried his best to develop him but it did not work. Therefore, finally the Branch Manager had to call him to his office and ask him to resign.
Case Study # 2
In the second case Mr. P.N. Naik was a new employee and was a good performer. He was working well in the market and was achieving his target. However, he had some problem with one of the big customers. The big customer had made a complaint against him to the Sales manager at HO Mr. Naik was due for confirmation in Nov 99. Though the Branch Manager had recommended his confirmation to the sales manager, he was not given confirmation letter.The branch manager had enquired the Personnel Manager regarding his confirmation. The personnel manager replied that the personnel dept have not received the recommendation for confirmation. The sales manager said that since he has received a complaint about Mr. Naik from one of the big customers, Mr. Naik’s probation should be extended. Accordingly Mr. Naik’s probation was extended. However, Mr. Naik did not accept his extension of probation letter and resigned.
Analysis: Case Study 1:
1) Faulty recruitment procedure.
2) No importance to Training & Development
3) No employee development during his tenure of work .
4) No guidance when an employee in the market for direct sales, company not bothered for its reputation also.
5) No follow-up of monthly report otherwise they can stay updated for the short fall of their sales.
6) No support to the new joinee.
7) Warning letter is not the only way to rule out the sales issue.
Analysis: Case Study : 2
1) Faulty Communication System
2) No confidence on employee
3) No good retention policy