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Thursday, February 14, 2013

Blue Thern Mills Case Study

unappeas able Tern Mills is a major manufacturer of conventional salty snacks, like nuts, chips and crackers. Blue Tern has 211 products and sales energize been form geographic entirelyy, meaning that each of 212 salespeople is selling the entire line to all types of retailers. They have two regional managers and 20 district managers, and no major account salespeople. Since the acquisition of the Hello brand, which was previously exchange by manufacturers agents, whose products are hefty grain cereals and packaged healthy snacks, has been completed, their sales promote get out begin selling the saucily line with additional 117 new products in about cardinal months.
Although Hello line is sold in the same supermarkets, drugstores, and deduction stores as Blue Tern, it is also sold in health food stores, in some gyms, and over the internet. Agnes Klondyke, a content sales manager for Blue Tern Mills, is realizing that she needs to have a major reorganization of the companys sales force in order to sell both lines. Max Pugh, Blue Terns CEO, will support any changes recommended and he wants the device on his desk in two weeks.
Therefore, Agnes called Alan Knorr, double-u Coast regional manager for Blue Tern, and Penny Pugsley, director of sales for Hello, to a meeting to discuss ideas for the reorganization of sales force and transition.

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Allan Knorr, West Coast sales manager for Blue Tern Mills

In my make out geographic organization has worked well in the past, because it is simple and tends to have lowest cost. But now, with additional 117 new products, I remember we should shoot other options. Since we will have 50% products much to sell in the following six months, we have to return about the sales force capacity. Will they be able to manage that workload? The new product mix will consist of variety of food products, which are compatible, and maybe we should consider organization by customer type.
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