...that a leader is someone who is able to guide, influence and inspire a team. We can attribute some characteristics to a good leader. First of all, he has willpower in what he does, the wish of development. He knows his weakness and assumes it. He is able to listen to his colleagues’ arguments and think before speaking. Plus, he has experiences which have formed him into being a leadership because he has already faced different problems and situations. And then, we could also say that a good leader should have charisma. Leaders are essential to face the challenges of today and tomorrow, inspire others and create inspiration to others. Each organization needs a leader to represent a group of workers and to display the goals that need to be achieved. Why do we choose this topic? Leadership is one of the most important topics for a company. Indeed, the organization of a company is divided in working groups, which associate managers and workers. That is why we want to know how a manager is able to take the lead of his team. We think this topic is very global and so it will allow us to speak about motivations, which is a huge part of workers’ behavior. Plus, we want to know how a manager can handle these moods and emotions of his employees and groups. Working on leaderships will give us a global vision of the company we study. It is a very interesting topic because the way you lead your team is very subjective and it is different from a person or a company to another...
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...HOW DO YOU MOTIVATE AND COMPENSATE YOUR SALESPEOPLE? How do you motivate your sales people? The academic and classically accurate answer is you can’t motivate people. Motivation is internal to the particular person and the only factors that can truly motivate a person lie within the person themselves. So why do we spend so much time talking about it? Why do we devote so much time and effort trying to make motivation happen? The answer is that although you can’t control motivation, good leaders and coaches certainly can affect and inspire motivation. They create conditions in which people want to be motivated and therefore motivate themselves. When this occurs, we say the leader “motivates” because he or she has helped to shape an environment in which individuals are energized and motivated to achieve successful results. The strongest motivators for most people are achievement and its opposite – the avoidance of failure. People are never motivated by failure itself, but for some competitive people, achievement for the purpose of avoiding failure can be a stronger motivator than achievement for its own sake. The other strong motivator is recognition. This occurs when someone achieves something and someone else recognizes the accomplishment in some way. Some of the best examples of motivation driven by achievement, avoidance of failure and recognition can be found in sports. The coach or leader of a successful team never executes a play, the players...
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...Case 2: Sunflower Fuels The Sales Team 2011 Dave Garlington BA206-W1 11/22/2011 Case 2: Sunflower Fuels The Sales Team 2011 Dave Garlington BA206-W1 11/22/2011 Table of Contents Part 1 Analysis 3 Alternatives 3 Situational Leadership 5 Analysis 5 Alternatives 7 Unable but Willing 7 Unable and Unwilling 7 Contingency Theories of Leadership 8 Analysis 8 Fiedler Model 8 Path-Goal Theory 9 Leader-Participation Model 10 Alternatives 11 Part 11 Alternatives 12 “Transactional Leadership 12 “Transformational Leadership 13 Charismatic Leadership 14 Analysis 14 Characteristics of Charismatic Leadership 15 Process of Charismatic Leadership 16 Alternatives 17 Part 111 Recommendations 18 Works Cited 20 Leadership 20 Situational 20 Contincency 20 Team Performance 20 Part 1 Analysis High Performance Teams In order for any team to have a productive outcome, the team must be able to work on the same level as everyone on the team. Finding the balance where everyone can communicate with one another on the same level can be challenging. It is up to management to find the common ground among the team and build from there. Sunflower’s new CEO, John Clements, is concerned about how the sale’s team has been conducting the overall performance within the team. The team seems to be struggling with a sense of ownership as a whole within the company. Valuable production time and cost are being lost because each member doesn’t have ownership...
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...prepared by me specifically for this course. Student's Digital Signature: Insert Digital Signature ************************************************************************ Instructor's Comments: Vandyke 2 Introduction of Case Trash and Waste pickup services case was mainly about the new installation and use of the GPS system that was put in place to monitor the drivers of the company. The drivers of the company was abusing the company with overtime and taking routes that they were not supposed to, so what Martin Andersen had the GPS systems installed to monitor the drivers and also to cut the overtime off. Once this system was effective, the company save a tremendous amount of money and they were able to know exactly where the drivers was going. I agree that the company does have a right to know where the drivers are going once they are on the clock. Discussion Questions 1) What are the positive and negative aspects of Anderson’s use of the GPS based system to monitor his drivers and sales people? There are some great positive aspects to the...
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...MM INSTITUTE OF MANAGEMENT, MULLANA ASSIGNMENT OF PPM TOPIC: SAMSUNG STRATEGIES, LEADERSHIP(WHY & HOW), AFTER SALE SERVICE BY: AMAR KUMAR STUDENT OF MBA MM UNIVERSITY, MULLANA, HARYANA amar.anshu1992@gmail.com COMPANY NAME : SAMSUNG Lee Byung-Chul 1938 Daegu , South Korea CEO FOUNDED : : SAMSUNG is a South Korean Multinational Conglomerate Company, headquartered in SAMSUNG Town, Seoul. 1938 SAMSUNG was founded by Lee Byung-Chul in 1938 as a trading Company. Over the next three decades the group diversified into areas including food processing, textiles, insurance, securities and retail. 1960s & 1970s SAMSUNG entered the Electronics Industry in the late 1960s and the Construction and Shipbuilding Industries in the mid 1970s. These areas would drive its subsequent growth. 1987 After Lee’s death in 1987, SAMSUNG was separated into four business groups:1.) SAMSUNG GROUP 2.) SHINSEGAE GROUP 3.) CJ GROUP 4.) HANSEL GROUP Since the 1990s Samsung has increasingly globalized its activities, and electronics, particularly mobile phones and semiconductors , have become its most important source of income. STRATEGIES People Quite simply, a company is its people. At Samsung, we are dedicated to giving our people a wealth of opportunities to reach their full potential. Excellence Everything we do at Samsung is driven by an unyielding passion for excellence and an unfaltering commitment to develop the best products and services on...
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...Is retrenchment the best strategy for a business that has lost its position as market leader? Retrenchment is the decision made by managers to reduce the size of the business by withdrawing from markets, closing some divisions of the business or making employees redundant. Companies may use retrenchment if there is increased competition in the market, the business is having financial difficulties or economic conditions such as the 2008-2009 recession caused demand for products to fall. These all show a clear need for strategic change. A retrenchment strategy will depend on the type of business and the reasons why it has lost its position as market leader. A reason why retrenchment can be the best strategy for a business that has lost its position as market leader is that the business can withdraw from a certain market that isn’t profitable or withdraw a product that has lost demand and focus on their strengths. A number of businesses generally have a few ‘core’ products that they began their business with and then they expand and create a range of products within a certain market, this is to try and offer a large number of products that will appeal to a wider audience and hopefully improve sales and increase their market share. However, if the demand and sales for some of these products is low, which can be as a result of external factors such as a recession or decline of a market, a retrenchment strategy can help a business to realise that they have a number of products that...
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...geographic proximity played instrumental roles in success. Since this business market was smaller, contractor would buy from whom they knew well and had similar cultural identities. The sales management process was more personnel and Zhou Xun, the previous sales manager had a lot of success by developing relationships by wining and dining his customers. In comparison, Jindi also sells product in the high-end residential market, but that only accounts for 20% of their sales. In this market, connections and credibility obtained the sales business primarily because architectural design firms who selected the vendors handled these projects. Since these projects were more costly, there were strict procedures involved in procurement and selecting vendors. The sales management process in this sector was different than the low end because Ma Rui, the managing director at Jindi handled a majority of these contracts because he had the business relationships and contacts from over the years. This is a major reason why only 20% of their sales are in this market, because Ma Rui handles the workload and it is not dispersed evenly. This is because the stronger ties with architectural firms are needed. A market that Ma Rui wanted to pursue and enter was the industrial market. In this market sales leads were less visible because industrial applications were more complex and hidden throughout the factory. Since heat exchangers were a small part of their production process, the architectural...
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...questions start with “why.” Why should employees feel compelled to read their emails on Sunday evening, but can’t go to the movies on Monday afternoon? Why should they take work home, but can’t bring their kids to the office? Why should they have to sit for hours in traffic getting to the head office? Brazilian businessman Ricardo Semler loves to question everything. His guiding principle? If you want creative employees, don’t smother them with ridiculous rules. For 25 years, Semler has been putting into practise what increasing numbers of modern management gurus are now preaching. He heads a democratic company, Semco, where employees set their hours, determine their salaries and choose their bosses. Managers don’t have secretaries, reserved parking spaces or even desks. There is minimal bureaucracy. No IT or human-resources departments. No mission statement, no five-year plan. Meetings are voluntary and every employee has a say in everything. Once, when Semler organized a meeting to discuss developing a speedier dishwasher for the consumer market, no one showed up. And the idea was shelved. Semco was a traditionally managed engineering company when the young Ricardo Semler took over from his father. He was just 22 and had brought philosophical conflicts with his father to a climax: The son demanded that Semco steer away from its activities as a shipbuilding supplier and abandon autocratic management in favour of decentralization. He threatened to leave the company, so his father...
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...Management and Leadership Paper Kayla Burton April 28th, 2014 MTG/230 Dana Parsons “It’s not just the creation of results that makes good leadership. Good leaders are able to deliberately create challenging results by enlisting the help of others” (SIYLI). We deal with the concept of leadership in our ever day lives whether it comes to our families, jobs, school, even social groups. We also have all dealt with a leader that shouldn’t have been put in charge and that’s why it’s important to acknowledge what it takes to be a good leader. Leadership is a complicated and all-encompassing task. There are several qualities that are the backbone of being a successful leader. Honesty When you are in a leadership position people are looking to you for example. The example you set is the one they will follow and that is why it’s important to make honest and ethical behavior a value in your business. Communication Leaders will have to delegate specific tasks, let people know of goals, keep their employees accountable and so communication is a must just like it is in any successful relationship. Communicating to your employees the when, what, why and how of tasks is going to minimize guessing and mistakes and allow your employees to feel secure in their decisions. Sense of Humor Not every day in business is going to be the best and most successful day and when the time comes that you lose a big deal or funds are tight it’s important to keep those stresses to yourself and...
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...greatly reduced the costs and risks associated with carrying large stocks of parts, components, and finished goods. While the company sometimes struggled during the 1986-1993 period trying to refine its strategy, build an adequate infrastructure, and establish market credibility against better-known rivals, Dell’s strategy started to click into full gear in the late 1990s. Going into 2003, Dell’s sell-direct and build-to-order business model and strategy had provided the company with the most efficient procurement, manufacturing, and distribution capabilities in the global PC industry and given Dell a substantial cost and profit margin advantage over rival PC vendors. Dell’s operating costs ran about 10 percent of revenues in 2002, compared to 21 percent of revenues at Hewlett Packard, 25 percent at Gateway, and 46 percent at Cisco Systems (considered the world’s most efficient producer of networking equipment). Dell’s low-cost provider status was powering its drive for market leadership in a growing number of product categories. Dell Computer was solidly entrenched as the market leader in PC sales in the U.S., with nearly a 28 percent market share in 2002, comfortably ahead of Hewlett Packard with 16.8 percent and Gateway with 5.7 percent. Dell had moved ahead of IBM into second place during 1998 and then overtaken Compaq Computer as the U.S. sales leader in the third quarter of 1999. Its market share leadership in the U.S. had widened every year since...
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...over 40 years in the company. Buck Rodgers is a respected management consultant, an advisor to several companies and also a visiting faculty at some of the leading Business schools in the USA. Under Buck Rodgers, IBM grew from being a $10 billion company to a $50 billion company. He has been instrumental in introducing a lot of innovative marketing concepts and motivating employees at IBM. Buck Rodgers fine tuned the wonderful culture of IBM and turned it into a totally customer-oriented and customer-driven company. In fact, under his leadership, IBM was rated ‘America’s most admired company’. This book talks in great detail about the organization, culture, values, people and philosophy that go into making one of the largest and most successful organizations in the world. It talks of how IBM behaves behind closed doors, what goes into the decision making, what it deems important and how it prioritises activities, why lakhs of IBM employees never had a union and why students recruited from colleges never leave IBM. It provides a great perspective into building an excellent customer oriented organization. Let us now turn to various concepts introduced by the author. 1. The Beliefs and Commitments of IBM IBM was founded in 1914 by Thomas J. Watson, Sr. Like any successful entrepreneur, he wanted his company to be financially successful, but he also wanted it to reflect some of his personal values. These values became the foundation for the company and anyone who worked...
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...the Chattanooga Ice Cream Company specifically relating to the management styles of its President and General Manager Mr. Charles Moore and how Mr. Moore engages with his management team. As well, we will be exploring leadership styles and team dysfunctions as it relates to the entire management team and how Mr. Moore’s style has a direct impact on those dysfunctions. In addition, we will be exploring the foundations of building trust, facilitating buy in and changes that are needed to the existing culture. Finally we will be analyzing the development of a mission statement, values and the development of a turnaround plan. Introduction The Chattanooga Ice Cream Company is a wholly owned subsidiary of the Chattanooga Food Corporation (CFC), a family-controlled enterprise founded by Charlie Moore in 1936. Charlie Moore, grandson of the founder was promoted to the office of President and General Manager of the Chattanooga Ice Cream Company in 1993. Chattanooga Ice Cream Company is one of three divisions of CFC with revenues of $150 million per year. CFC has, as a whole performed well in recent years but the Ice Cream division has experienced flat sales and declining profitability over the past four years. Per capita consumption of ice cream has slowed while premium and super premium brands have entered the southeast market and have showed signs of market penetration. In 1995, for the first time in recent memory, Chattanooga Ice Cream Company was unable to dividend cash...
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...OBJECTIVE To assess the underlying rationale of the training module INTRODUCTION Properly designed and implemented, effective training improves one company's success. Without a basic sales process and methodology, sale people are left to their own devices. That leaves management without a standard way to review trouble areas and predict success. Improved sales benefit every part of one company. Sales training can address multiple areas involving personal and interpersonal skills, business knowledge, and sales process and methodology. Each area has specific value and delivers different benefits to help individuals to be better. THE JOURNEY WE TOOK IN DEVELOPMENT OF OUR TRAINING MODULE. METHOD STEP 1 Our facilitator briefed us about training modules and the activity started in class. The idea was proposed by the facilitator and we were all supposed to come up with whom to impart training for and on what product as a class. As a class we came up with the idea of developing a training module for 4 northern regions Area Sales Manager working for a high-end detergent powder company with the aim of imparting them skills which will help them increase the sale of the product. STEP 2 The facilitator then divided the class in groups of four and asked the groups to develop a training module. The module is as follows – (attached in the end) This module had its own criticisms, other groups training modules were also discussed and the facilitator then asked...
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...An assignment focused on the whole knowledge from the course of Sales and Purchasing Management Presented to the professor of Sales &Purchasing Management Dr. Christoph von Gamm By: Anel Nussupbayeva (5.02.2014) 1st Task. a) How much revenue in total is Tom supposed to make every year Integrated Accounts = $ 100mln * 50 clients = $ 5 bln Clustered accounts = $ 20 mln * 500 clients = $ 10 bln SMB = $ 5mln * 5000 clients = S 25 bln Total Revenue = $ 5 bln+$ 10 bln+$ 25 bln = $ 40 bln b) Please provide a breakdown of how much sales budget Tom does have per Integrated Account, per Account Cluster and per SMB Cluster. How many sales people does Tom have reporting into him, overall? What should Tom especially focus on, in order to make this structure work? Sales Budget | | | | | | Integrated Account | Account Cluster | SMB Cluster | | Clients | 50 | 500 | 5000 | | Revenue per account | $100,000,000.00 | $20,000,000.00 | $5,000,000.00 | | Gross profit per account | $40,000,000.00 | $9,000,000.00 | $2,500,000.00 | | Sales cost per account | $1,600,000.00 | $270,000.00 | $50,000.00 | | | | | | TOTAL | Revenue total | $5,000,000,000.00 | $10,000,000,000.00 | $25,000,000,000.00 | $40,000,000,000.00 | Gross profit total | $2,000,000,000.00 | $4,500,000,000.00 | $12,500,000,000.00 | $19,000,000,000.00 | Sales cost total | $80,000,000.00 | $135,000,000.00 | $250,000,000.00 | $465,000,000.00 | | Integrated...
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...Summary Apple was not just innovative; the company was disruptive. The ability of the tech giant to go from an electronics company on the fringe of obscurity to creating an ecosystem of “must-have” products has been nothing short of amazing. The company did it by being disruptive. When Apple launched the iPod, Steve Jobs created a device that changed not only how the consumer listens to music, but also how he or she communicates, takes pictures, reads, or just passes time. Apple took smartphones to a new level, creating something sleek and innovative. Jobs created a cool new music player for “cool” people. The company established a high-cost narrow-focused market segment (Baltzan, 2011). The iPod and Apple would end up with a high perceived-value that meant, while the consumer always paid a premium price, he or she also always received an operationally superior product and great customer service. Applying Porter’s Five Factors Model, Apple demonstrates its superiority in the smartphone/tablet industry. While the company does not dominate the global market, it does dominate in profits. As a result of large profits, Apple has more financial leverage in negotiations with suppliers and manufacturers. Rivalries and substitutes are generally not an issue among existing Apple device users. Brand loyalty is extremely strong among Apple users. The examination of Apple through Porter’s lens reveals a company that is sustainable. Do you agree or disagree that Apple’s iTunes...
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