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Jive Software Case
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MBA Group A – Assignment 1 This case study is about Matt Tucker and Bill Lynch when they first meet in 1992 at high school at City High School in Iowa city, Iowa. Friendship continue when they entered in 1996 to the University of Iowa with major of computer science and programming area. We will see that mentioned major in computer sciences further will play extremely important role in future activities. Also in case we can see the key issues and challenges associated with the management /controlling and creation of a professional organization with the main idea in sales. Let’s describe all details of the case by answering the related questions. 1. Put yourself in Wilson's shoes when he is first hired. You have to formalize Jive's sales functions. What are the core building blocks of the sales function you need to put in place?
We have to start with the facts that in general Jive sales level was not so bad (in 2004) and company easily meet all goals and expectations annually. After all company moved from New York, the main reason is New York city itself is very expensive taking in consideration that on this moment Jive company was so called in starting-up line and was decided to move to the smaller city to Portland where the prices for all kind of appropriate necessary staff for company wasn’t expensive. Shortly after necessity of formalize Jive’s sales functions Jeremy Wilson was hired as a Vice-president of the company.
Right from the Wilson jump into the company as a VP he hired the company’s first dedicated inside sales representative. From that time as a beginning the company was looking ahead toward future quarters. Personally we need to note concerning Wilson background that he came to the company with a decade of the experience in sales

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...1) In Wilson shoes: According to the learning curve technique, at the initiation phase I will hire three sales rep and will give them training on the products of Jive. Once these rep are finished with the training, target will be given to them and will be told that they are responsible for organisation sales growth as well as the revenue of the company. Weekly review meeting will be held with these rep and monitor the sales growth of the organisation. Once the end users start buying the product, it means the company has reached the break-even point and enters the Transition phase. This stage I hire more field sales rep and leads for different territories. I would promote the rep who are already present as sales managers. Sales managers would train the newly joined sales lead and will fix quota for each lead and maintain a record for the same. Sales managers will be in touch with the sales lead in turn will keep track on field sales rep which forms a hierarchy. 2) Pros and Cons Team Vs Individual quota models with an alternative approach: Team: Pros: An idea of an individual rep is being shared to all the members according to the sales perspective and there you can see the team work even the sales become greater. ...

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