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Justin Spencer president, OTPD Wayne Jacobson senior VP of sales New York Boston Washington, D.C. Philadelphia ANTT Nell Franks (DM) Dan Gunther (DM) Emily Cave (DM) Ben Gardner (DM) 3 KAM 3 KAM 2 KAM 2 KAM 10 5Rs 9 SR 8 SRs 8 SRs Lynn Attaway (KAM) Judy Billings (KAM) Mike Wagner (50) Carol Klein (KAM) KAM-by so las pa DM dit g representative after graduation. He had been promoted to key account manager and finally been given the Boston district almost three years ago. Boston was the second-largest market for OTPD, after New York, and Gunther had done a good job with the district. When be took over, the Boston district was stagnant, with little or no growth, and through his leadership sales had risen 25 percent in two of the three years he had been man- ager. Indeed, Boston had been the number-one district at OTPD for two of the three previous years. After the usual small talk Jacobson got down to business: managing partner at Clark, Burton, and Bowers, about the lack of service. As you know, Clark, Burton, and Bowers have been with us for many years and are one of our largest customers with offices in New York Boston, and Washington, D.C. While you are not responsible for New York or D.C., McMillan indicated that Judy Billings, our key account manager in Boston, has been slow in responding to questions and not as responsive as she used to be. Jacobson: I noticed sales are flat for the last six months in Boston, what do you think is the problem? Gunther: Look Wayne, we are working hard here in Boston Judy is one of my best salespeople and consistently hits her sales goals. It's not her fault if the folks at Clark, Burton, and Bowers make unreasonable demands Gunther: Don't worry, it is a short-term issue Everything is fine. My salespeople are working hard. We have just had a run of bad luck You know sometimes things don't go your way for a while bur we will hon it around Dan did have a point hidy was a solid performer and, as a result, she had been promoted to key account manager two years ago. One of her largest accounts was Clark, Burton, and Bowers. With more than 100 attorneys in Boston, they generated a lot of business for OTPD. Clark, Burton, and Bowers had been a customer for a long time and Jacobson did not believe them to be Jacobson: Dan I think it may be more than that. There has been an increase in client complaints. For example, I got a call from Craig McMillan
overly demanding. He spoke with several other district managers, but his conversation with Dun Gunther wa representative of the information he was hearing from all the managers. A CONVERSATION WITH CAROL KLEIN, KEY ACCOUNT MANAGER IN PHILADELPHIA Jacobson now wanted to speak with individuals in the sales force. He decided to speak fint with key account managers. The final call he made was to Carol Klein. She is a nine-year veteran of OTPD and followed the tra- ditional path of promotion from sales representative to key account manager. Carol is responsible for the larg est accounts in Philadelphis. These included several law firms and two global consulting firms with major offices in the Philadelphia aren. She also managed OTPD's business for two of the three major hospitals in the area. Jacobson was sensitive to going around the local dis- trict manager, Ben Gardner, to contact Carol directly, so he first called Gardner to explain the situation. Jacoboon: Hi Ben, I wanted to give you a heads up on something. Gardner: Sure Wayne, what's up? Jacobson: I am going to give Carol Klein a call about why her sales numbers have been flat over the last year. Gardner: Wayne, you know Carol had a hard time introducing our new line of value added services to her clients. Indeed, many of our salespeople found their clients resistant to our new products and services. After the initial training on the new services, our salespeople have not had any follow up Jacobson: understand Ben and I want to make it clear that I am not singling Carol out so don't be concerned. The reason I want to give Carol a call is that I respect her opinion and want to ask her what she thinks is going on with the sales force in general. I am calling you because I wanted you to know about the call from me first in addition, i wanted you to know that this is not directed at you or the Philadelphia district in particular. Rather, it is information for me to consider for the entire company. Gardner Great, well thanks for the call. I believe Carol will be in the office after 4:00 ch afternoon if you want to give her a coll. Jacobson hung up the phone and considered what Ban Gardner had told him. Was there an issue with the new line of services the company had introduced last year? He thought back to his earlier conversation with Dan Gunther and wondered if part of the prob- lema in Boston might be related to the new products and services. At 4:30 he called the office and got hold of Carol Klein: Jacobsen: Carol, how are you? How is little Alice doing these days? Klein: Things are busy. Alice is great and almost two years old now, thanks for asking. Ben told me you were going to call. What's up? Jacobson: I wanted to talk with you a little bit about your sales for the last year. You are sually among our top salespeople. Ben tells me you are a great colleague and has nothing but good things to say about you. Klein: I appreciate that and want to say that I very much enjoy working for Ben; he is a terrific manager. Jacobson: So, why are your sales numbers flat or even a linle down? Klein: To be honest Wayne, the job is getting difficult. When I started with OTPD, Jeff (Carol's husband and I were both really involved with our careers and I was able to dedicate a lot of time and effort to my work. When Alice arrived I made the decision to keep working OTPD has been great and I have enjoyed my success here as a key account manager However, I find myself being torn between doing an outstanding job at OTPD and being a mom to Alice, I know that this has affected my effort and commitment to clients over the last six to eight months Jacobson (surprised by Klein's comments): Well Carol, I know I speak for Ben and the entire company in saying we only want what is best for you and your family. Perhaps you need to consider your options and talk to Ben about this in more detail We can certainly talk about this again soon. Well, I need to get going but please feel free to contact me and when you want to talk about this further
Klein's comments had taken Jacoboon by mrprise. had not occurred to him that Carol would be talking about family issues; however, as he began to consider he issues facing the company he realized that facally and personal issues could be a fhotor for the males force. A CONVERSATION WITH MIKE WAGNER, SALES REPRESENTATIVE IN THE WASHINGTON, D.C., DISTRICT Jacobson next wanted to talk with several sales repro- sentatives. He followed the same procedure as before, contacting Emily Cave, district manager for the Wash- ington, D.C., area, and explaining the reason for his call to Wagner. In the brief conversation, Cave mentioned that Wagner remained one of the district's better sales people. He consistently met sales goals and customers were generally satisfied with his service. Mike Wagner is single, in his late 30s and a six-year veteran of OTPD. He is currently in line for promotion to key account manager. Jacobson caught up with Wagner in the office late in the day: Jacobson: Hi Mike, how are you? Wagner: I am well Wayne, thanks. How are things with you? Jacobson: Good; things are very bury as usual. Mike, I wanted to give you a call and chat a little about your sales figures for the last six months. First, I want you to know that I am not here to be negative about your performance. Emily tells me you are a good performer. My call is to get a better understanding of the issues and problems facing the sales force today. Wagner: Fire away. As you know Wayne, I will tell you what I think Jacobson: I know you will and that is what I am looking for. So, why do you think your sales growth is down from recent years? Wagner: I can only speak for me; however, b talking with other salespeople I think we are all facing the same tssues Primarily, the competition is really pushing hard these days, I recently visited First Call Medical Centers and they told me that Gold Package Delivery Services was offering a similar package of services to ours at a lower cont To be honest, I didn't have a good answer for them, and unfortunately that has been happening a lot lately. Incoboon: Do you feel you needed more information on the competition in order to respond to the questions from First Call Medical? Wagner: Yes, I did not have a good understanding of how our products and services compared with Gold Package Delivery. Jacobsen: Thanks, Mike. I appreciate your feedback. Good luck and please feel free to contact me anytime... Jacobson considered the phone call and began to for- milate some ideas on improving the performance of the sales force. However, there was still an important group he needed to hear from customers. A CONVERSATION WITH CARMELLA STRINGER, DIRECTOR OF ADMINISTRATIVE SERVICES FOR THE LAW FIRM OF STRAWN, NIGHT, AND SQUIRES Jacobson wanted to complete his research by hearing from a few customers. After speaking with three clients, several issues began to emerge. He thought he would call one more customer, Carmella Stringer at Strawn, Night, and Squires (SNS), before his meeting with Justin Spencer. Strawn, Night, and Squires is the larg- est law firm in the Northeast and OTPD's biggest cli- ent. Indeed, Ron Young was an attorney with the firm when he started OTPD, and the law firm was among the company's first clients. SNS is a New York account and Lynn Attaway is the key account manager. How- ever, Jacobson had been responsible for SNS when he was a key account manager and had always maintained an interest in the account. Indeed, he often thade sales calls with Lynn, and while the relationship was unusual, Jacobson maintained it because (1) SNS was the com pany's largest and most important account and (2) he wanted to stay close to the customer and be involved in selling. Carmella bad been the director of administrative ser vices for 10 years, and Jacobsen had a very good work- ing relationship with her. She had never been afraid to
368 Part Two Implementetion of the Sales Program offer suggestions or criticisms in the past, and he felt she would give him straight answers. He picked up the phone and called her: Jacobsen Hi Carmella, how are things at Strawn, Night, and Squires? Stringer: Good thanks; it seems like everyone needs an attorney! Jacobson: I wanted to check in and see how OIPD was treating you. Have we been doing a good job for you? Stringer: Wayne, I am glad you called because, to be honest, we had a serious problem the other day. As you know Lynn has been working hard to introduce your new services into our firm. She was very persuasive and we have been using some of those services such as express delivery. Well, two days ago SNS had a client across town wait more than five hours for a package that was promised in two hours. As you know, I am charged extra for express service and OTPD did not deliver. Jacobson (in shock): Carmella, first let me apologize for the missed delivery time. Let me assure you that we will deal with this issue internally and that this will not happen again. I will follow up on this and get back with you by the end of the day. Stringer: Thanks, Wayne. I would appreciate that very much. Jacobson was not happy. This kind of service was unacceptable with any customer, let alone OTPD's big- gest. He decided to first call Neil Franks, district man- ager in New York, to get his take on the situation. Neil indicated that he was aware of the incident and sug- gested he call Lynn Attaway to find out the specifics of what happened. Jacobson: Hi Lynn I just got off the phone with Carmella Stringer from Straw. Night, and Squire She is not happy about something that happened a few days ago. Attaway: Wayne, I know and I am glad you called. I had been meaning to call you because I know you are very interested in what happens at SNS. Essentially, there was a mistake in how the package was entered into the system. Carmella notified the package delivery specialist about the express delivery request but did not mark it on the newly revised "package expedite form (PEF) The package delivery specialist never noted it, and the package went through the normal same- day delivery sorting procedure. In all honesty. Wayne, I am at fault here as I was not aware of the changes to the PEF and did not notify Carmella that she needed to note "express delivery" on the form Jacobson: I am glad to hear we have found out what happened. You need to follow up with Carmella. In addition, do whatever is necessary to keep her and SNS happy. I heard you mention that you were not aware of the changes to the PEF Did you not see the e-mail I sent last month regarding the new forms? Attaway: Wayne, I get donens of e-mails every day and that one must have slipped by me. There have been so many changes to our services, forms, pricing and overall business model that it is difficult to keep up with them. It won't happen again Attaway was a good key account manager, and if she was missing important information then others were probably doing the same thing. He gut back with Camella Stringer and assured her this would not hap- pen again and Lyn would be in touch with her to make sure everything is taken care of with SNS. All the data he collected certainly gave Jacobson a lot to think about. He began to prepare his presentation for Justin Spencer tomorrow. Given everything that has happened, what do you think that report should say?
What should Wayne Jacobson's report to Justin Spencer say in reference to: wwwww The reasons for the drop in performance