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TITLE PAGE NO

INTRODUCTION 1-1

OBJECTIVE 2-2

ARTICLE 3-3

ACTION TAKEN 4-4

RESULT OF SURVEY 5-5

REASONS FOR ATTITUDE FOUND 6-7

REMEDIAL ACTIONS 8-9

RESULTS TO IMPROVE PERSONNEL MOTIVATION 10-


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The Grady Tire Company- Tyre manufacturer for

automobiles.

Executive Offices- New York City

Manufacturing plants- Cleveland, New York, LA

Sales force- 295 persons

Sales force division- Four Geographical Areas.

10/31/2010 Group no-3, M-1 Sales and Distribution 1


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OBJECTIVE OF CASE STUDY:To improve personnel attitude to increase productive sales effort.

BASIS OF OBJECTIVE SETTING:Sales policies sometimes undergo considerable alteration by the

time they filtered down to the customer James Bruce, VP Sales.

REASON ASSUMED BY JAMES BRUCE FOR THE

PROBLEM: Failure in Communication

Resistance by the sales force to Management Direction



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Salespersons without enthusiasm, not creative thinkers.

They radiate dissatisfaction.

Accept customers point of view- product quality, price.

Do not inspire customer confidence. Complain to management low salary and commission .

Blame poor sales record ineffective advertising, poor

leadership.

Negative attitude affect fellow sales people.

Ultimately leave company.



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Meeting with J.Rogers, VP Marketing.

Thought of J.Bruce , Every sales executive recognizes theexistence of situations that prevent sales persons from doing their

best work, but many do not care enough to try to find out what

these conditions are

Suggestion by J.Bruce- Attitude Survey among the sales force-

by an external Research company.



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CRITERIA OF OBSERVATION ATTITUDE FOUND

Towards Sales helps, Sales training,Communication, territory and customers

Higher than National Average.

Fear of competition Higher than National Average.

Towards middle and top management Less favourable than National Average

Suggestions by sales persons Greater than average negative reaction

Satisfaction with Salary provided Lower than National Average

Towards Job Stability and Opportunity forPersonal Progress

Favourable than National Average

Awareness of their problems by Top andMiddle Management

Lower than National Average

Towards Rewards, Recognition and creditallotment


Cooperation by other Departments Less favourable

Satisfaction towards their CompanysProducts




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Company is providing all initial facilities to create effective sales team.

Company considering few standard criteria's(sales training, sales help,

territory allotment) -driving force of effective results.

Policies, Strategies, ideas generated by top management, notcommunicated to sales people-fear of competition.

Lack of new ideas by middle management-Demotivate Sales force

Credit for work is not alloted by Middle Management-Demotivate Salesteam-Low sense of Belongingness.

Communication gap exist between sales team and management regarding

problems.



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Communication gap-Insecurity and dissatisfaction.

Lack of recognition of suggestions by sales team demotivating .

Low increment in salary and incentives.

Real producer of result not recognized - demotivating .

Un co-operative other departments- decrease sense of

belongingness and feeling of isolation.

Measures not taken for product development- low confidence in

product capability and fear of competition.



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Consider criteria's for Sales team motivation- reward, recognition

for their work-motivate to work efficiently.

Policies, strategies and new ideas generated, communicated to sales

team- increase confidence in Top management ,reduce fear ofcompetition increase sense of belongingness.

Middle management should generate new ideas- to handle

competition.

Credit for work should be given .

Regular communication between Top Management and Sales Team



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Suggestions provided by sales team should be given recognition.

New suggestions should be invited.

Increment in Salary periodically.

Percentage of Incentives should be increased. Real producer of the result should be given recognition.

Appraisal based on performance .

Communication between different departments should be increased.

Regular feedback taken from sales team.

Product development with change in technology and trend.



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Are the rewards

worth the effort?

Does betterperformancelead to greaterrewards

Does moreeffort lead tobetterperformance?

Less effort

Greater Effect


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LEADING TO SATISFACTION(MOTIVATION FACTOR)

LEADING TO DISSATISFACTION(HYGIENE FACTOR)

Achievement Company Policy

Recognition Supervision

Work itself Relationship with bossResponsibility Work condition

Advancement Salary

Growth Relationship with Peers

Security



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EQUITY THEORY

Output of A (pay , recognition) = Output of B (pay, recognition)Output of B (effort , loyalty) Output of B (effort, loyalty)

EXPECTANCY THEORY

Motivation = function of(Expectancy x Instrumentality x Valence)

GOALSETTING THEORY

Anticipated result(goal) Intention(will); which implies Effort (will-act); and Strategy to reach goal (object oriented content).


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