Case 1: The Thompson Company Before Making A Cold Call

Case 1 The Thompson Companybefore Making A Cold Call On The Thompson

Case 1 - The Thompson Company Before making a cold call on the Thompson Company, you did some research on the account. Barbara Thompson is both president and chief purchasing officer. In this dual capacity, she often is so rushed that she is impatient with salespeople. She is known for her habit of quickly turning down the salesperson and shutting off the discussion by turning and walking away. In looking over Thompson's operation, you notice that the inefficient metal shelving she uses in her warehouse is starting to collapse.

Warehouse employees have attempted to remedy the situation by building wooden shelves and reinforcing the weakened metal shelves with lumber. They also have begun stacking boxes on the floor, requiring much more space. You recognize the importance of getting off to a fast start with Thompson. You must capture her attention and interest quickly or she may not talk with you.

Questions

Which of the following attention-getters would you choose and why?

• Ms. Thompson, I'd like to show you how Hercules shelving can save you both time and money.
• Ms. Thompson, can you spare a few minutes of your time to talk about new shelving for your warehouse?
• Ms. Thompson, how would you like to double your storage space?

Case 2 - The Copy Corporation

Assume you are contacting the purchasing agent for office supplies of a large chain of retail department stores. After hearing that the company is opening 10 new stores, you determine that they will need a copier for each store. Three months earlier, you had sold this purchasing agent a lease agreement on two large machines. The buyer wanted to try your machines in the company's new stores.

If they liked them, you would get the account. Unknown to you, one of the machines was broken, which caused the purchasing agent to be pressured by a store manager to replace it immediately. As you walk into the purchasing agent's office, you say: Salesperson: I understand you are opening 10 new stores in the next six months. Buyer: I don't know who told you, but you seem to know! Salesperson: If you'll let me know when you want a copier at each store, I'll arrange for it to be there.

Buyer: Look, I don't want any more of your lousy copiers! When the leases expire, I want you here to pick them up, or I'll throw them out in the street! I've got a meeting now. I want to see you in three months.

Questions

Describe this situation, commenting on what the salesperson did correctly and incorrectly.

Develop another approach the salesperson could use to uncover the problems experienced by the purchasing agent.

Case 3 - Dumping Inventory: Should This Be Part of Your Presentation?

Ron Kapra is sales manager at Electra Toy Company, a retail toy store specializing in electronic games. Ron's brother-in-law Jerry works for the company that manufactures the Lasertron electronic game. Jerry mentioned to Ron that the company is coming out with the Lasertron II in three months.

However, it will not be announced to retailers for another two months. Lasertron II will have advanced technology over the present model. The new game cartridges will not be compatible with Lasertron I. Once Lasertron II comes on the market, consumers will want it and not the present model. Jerry explains that for any of the present models the retailer returns after the introduction of Lasertron II, the manufacturer will refund to the retailer the retailer's original cost of Lasertron I.

The Way to Make Extra Sales Kapra has decided to run a special sale offering 20 percent off the regular price of Lasertron I. With 1,000 cases in stock, Ron wants to sell as many of the present model as possible to his customers. Then when the new model comes out, the same customers will come in and purchase Lasertron II. This will greatly increase sales, Ron feels.

Bill Corrington has been a top salesperson with Electra Toy for about two years. Although excited about the new model, Bill questions Ron's idea. Bill feels his customers trust him. If he sold them Lasertron now and the new model came out in a few months, customers would be upset with him. Bill feels this is no way to treat customers. However, Ron sees nothing wrong.

Questions

What are the ethical considerations, if any, in this case?

At what level of moral development are Ron and Bill operating in this business situation? Explain your answers.

What would you do if you were Ron?

What would you do if you were Bill?

Essay Question #4

After reading Chapter 16, answer the following: As a future salesperson, what characteristics would enable you to be most successful? Which characteristics do you have or not have? Use APA 7 Format and list your references if any.

Paper For Above instruction

The assignment involves analyzing three distinct sales scenarios, focusing on effective communication strategies, ethical considerations, and personal characteristics vital for success. The first case emphasizes capturing a skeptical and impatient decision-maker’s attention rapidly, requiring a tailored opening that resonates with her immediate concerns. The second scenario highlights the importance of ethical sales practices by scrutinizing a potentially deceptive sales tactic that could damage trust and reputation. The third case explores the moral responsibilities of salespeople when promoting inventory, questioning the ethics of dumping products for quick sales at the expense of customer trust. Finally, the essay prompts reflection on personal qualities that can contribute to a successful sales career, emphasizing integrity, communication skills, and adaptability.

This paper will analyze each case thoroughly, offering insights into effective and ethical selling strategies, and conclude with a personal reflection aligned with professional sales success factors.

Analysis of Case 1: Cold Calling with a Rushed Decision-Maker

Effective sales communication necessitates understanding the client’s immediate concerns and choosing an attention-getter that resonates. In this scenario, Ms. Thompson’s impatience and her critical warehouse issue present a challenge. An optimal approach would be to focus on her pain point—her collapsing metal shelves—and propose a quick solution, such as, "Ms. Thompson, I noticed your warehouse shelves are in poor condition. I’d like to show you how Hercules shelving can strengthen your storage efficiency and reduce costs." This direct and relevant pitch caters to her concern.

Choosing an attention-getter that directly relates to her immediate problem increases the likelihood of engagement. The statement about saving time and money or doubling storage space, while appealing, may not be as effective as highlighting an urgent issue she is visibly concerned about. Studies suggest that sales success often hinges on addressing the prospect’s current pain points with focused, benefit-driven messages (Moncrief & Marshall, 2005).

Analysis of Case 2: Ethical Sales Practices and Approaches

The sales approach in this scenario is flawed ethically and tactically. The salesperson’s initial response reveals a lack of understanding of the purchasing agent’s frustrations and issues. Offering to "arrange" a copier without addressing his current dissatisfaction or problems ignores the need for relationship-building and trust. Furthermore, the aggressive attitude and dismissive response exemplify poor sales etiquette, likely to damage long-term prospects.

A more appropriate approach involves asking open-ended questions to understand the client’s needs and grievances. For example, the salesperson could say, "I understand you’re under pressure with multiple store openings and equipment issues. Can you share some specific challenges you’re facing with your current copiers?" This approach demonstrates empathy, gathers valuable information, and opens the door for tailored solutions (Kotler & Keller, 2016).

Analysis of Case 3: Ethical Considerations in Inventory Dumping

The strategic decision to discount existing inventory to clear stock before the release of a new product raises ethical questions. While offering discounts is common, deceptive practices—such as selling outdated models at significant discounts with the intent to clear inventory under the guise of a sale—can erode customer trust and damage brand reputation.

Ron’s plan to heavily discount Lasertron I, knowing a new model is imminent, pushes the boundary of ethical selling. Customers may feel betrayed when they realize they were sold an obsolete product or that the sale was motivated solely by inventory clearance. Furthermore, the moral development theory suggests that salespeople should operate at a level of conscience that values honesty, transparency, and respect for customer autonomy (Kohlberg, 1984).

Personal Reflection on Ethical Sales and Success Characteristics

In my view, successful salespeople embody integrity, excellent communication skills, adaptability, and empathy. These traits foster trust, build lasting relationships, and differentiate ethical sellers from transactional ones. I believe I possess strong communication and active listening skills, which are essential for understanding clients’ needs. However, I recognize the need to develop greater empathy and confidence in ethical decision-making under pressure.

To succeed as a future salesperson, I would focus on cultivating honesty, resilience, and customer-centric approaches. Maintaining moral integrity, even in competitive environments, is crucial for long-term success and reputation building (Cravens & Piercy, 2013). Practicing ethical behaviors not only aligns with professional standards but also creates mutual value, leading to sustainable sales careers.

References

• Cravens, D. W., & Piercy, N. F. (2013). Strategic Advertising Management. McGraw-Hill Education.
• Kohlberg, L. (1984). Essays on Moral Development, Volume 2: The Psychology of Moral Development. Harper & Row.
• Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson.
• Moncrief, W. C., & Marshall, G. W. (2005). The Evolution of Sales Organization Structures: Engineering the Transition from Salespeople to Sales Teams. Journal of Personal Selling & Sales Management, 25(2), 121-134.
• Smith, P. F. (2018). Sales Ethics: Building Trust and Reputation. Journal of Business Ethics, 152(3), 523–536.
• Goi, C. L. (2009). Ethical issues in marketing. International Journal of Business and Management, 4(6), 1–7.
• Shell, G. R. (2012). A complete guide to ethical selling. Journal of Selling & Major Account Management, 12(4), 37-44.
• Yukl, G. (2010). Leadership in Organizations (7th ed.). Pearson.
• Jobber, D., & Lancaster, G. (2015). Selling and Sales Management (10th ed.). Pearson Education.
• Ferrell, O. C., & Fraedrich, J. (2015). Business Ethics: Ethical Decision Making & Cases. Cengage Learning.