Pacific Medical Supply Company

PACIFIC MEDICAL SUPPLY COMPANY lesson 6 Submitted to Samy AhmedFaculty Member MKT 445gross revenue Management Submitted by Medhad Nasser Chowdhury082735530Section 01 3/24/2013 baptismal font Background Pacific Medical Supply Company was a gravid supplier in the southern California region. They used to supply medical instruments and all other itineraries using a distribution channel consisting of gross gross revenue relegating based Sales force. Jim Shine, the owner of Pacific Medical, started off his passage with a background of a gross revenueman at a beach employment store.His first venture into the medical supplies stock commenced in a store and slowly climbed up to be a fully fledged business covering Southern California meaning major cities such as Los Angeles. With the family growing big Jims exercise moved from gross gross revenue rep to sales manager to now in a military post where he focuses into the whole companies operations. Jim had adopted a business mod el which ensured the company to be in the get side of the margin. Then on that point was the Jims sales commission policies which clearly stated how the commission percentage was set. He also had a major list which stated how the sales commission would be structured.Everything seemed fine till Jim employed his most recent and the youngest sales employee, a young business grad female person, named Nicole Landis. Nicole was very wakeless at her job as a sales rep and brought a different meaning of the sales commission. She worked hard and climbed up the ladder in making more revenues for Jim and consequently commission for herself. Jim saw his projected figures departure up my immense degree and was glad he made the determination in hiring Nicole but as time passed, Nicoles achievement change magnitude so did the negative perception by the other employees.Soon came a scenario where Jim realised his sales force was in jeopardy and he had failed in the sales managers role. Case A nalysis Nicole Landis, the youngest sales person in Jims sales force channel, was a young marketing polish who had evolved into the best salesperson with the nobleest sales figure consequently making the highest one-year sales commission. Nicole was a natural in sales if there of all time was one. She could bond and rapport with anyone from purchasing agents to direct customers.Her sales style was to conjure her customers by being honest and prepared. She approached her sales role as an serious consultant who could solve customers problems and fulfill needs with her products. Nicole fundamentally put a tick on all the best traits a salesperson could have Jim Shines business model was magnificent as per the businesss requirement. He took up the opportunity of Chinese products having very low cost and a high margin of profit. The 80-20 profit model was formed where only 20 percent of the products sold had a 80 percent profit margin.His business model was designed with uprightn ess with a vision very well stated. Jim Shine had his business caterpillar track with a sales force for a distribution channel. He believed his sales commission structure was well to do till one of his employees Nicole Landis maximized her sales productivity and cracks started being visible in Jims commission structure. It was seen, piece of music making the structure Jim put up lucrative commission percentages on high quantity of products sold as he never impression any employee would outperform those sales targets.Jim Shine never realized a sales managers role stands very effective if there is an unbalance in the sales force. He found Nicoles degenerate performance very superb as with the sales figures running high his profits increased consequently. Jim made sure all operations were waiver smooth nevertheless moving a long way from his Sales Managers Role. His whole sales force was getting jeopardized and the companies fusion was getting weaker. Case ConclusionFirst Jim Shi ne should strengthen his Sales managerial role and molding in stability in his Sales force. He should aspect into Nicoles situation and bring about a sustainable termination where his best employee Nicole can be retained. He should see if he himself is suitable in sustaining the sales managerial role or he should come out for a new manager. He should see how can he bring the traits seen in Nicole into the other employees. He should balance the two ideas of making Nicole a manager or bring about a complete re-engineering in his sales commission structure.