IMC

The Royal Corporation Case Study Sales ManagementS.K Arjun E030Sriram D.S D017Tarun GuptaD027Kumar Krishnamoorthy D034Sujatha Gyanasekar D018Hemanth S D049

Products/Services & Decision MakersTYPENAMEFUNCTIONSDECISION MAKERProductRoyal Reproduction CenterRoutine reproduction jobsHigh quality copyingDuplicating and printingMicrofilmingColour copyingProducing overhead transparenciesUserHead of Staff --> Low & Mid-level employeesServiceRoyal 750 Colour CopierEnlarging & reducing advertising slidesStraight duplicationPrinting presentations for advertising plansUser with technical know-howSenior managementProductCorporate Copy CenterMicrofilming, Sorting, CollatingBinding, CoveringColour copyingHigh volume copyingPurchasing HeadOperations HeadTechnical HeadSenior managementBenefits of the products/servicesRoyal Reproduction CentreRoyal 750 Colour CopierCorporate Copy Centre (CCC)Quick turnaround serviceQuick colour copyingCustomized equipmentNo overhead costsHigh qualityFree supplies and paperNo fixed investment on equipmentCost savings in comparison to printing servicesNo labour costsCustomized & Specialized servicesEasy editingGuaranteed outputFree materialExperimentation with copiesRepro managementNo labour costEase of operationNo wastageSavings in the long termCustomized programTrained personnelQuestion 3Mary Joness effort at AcmePre-ApproachSpent several hours studying Acmes present reproduction costsApproachMeeting:She got the meeting with the client scheduled at 9:00 a.m. But she was late by 10 minutes which made her uncomfortableMeeting with Betty in the lobby made her frustratingInterest Statement:She greeted and started the conversation about the previous meeting and the CCC in brief Presentationshe gave the proposal to Betty in which White had little interestNeed IdentificationThere was no questioning to identify the current needs and no pre-commitment was obtainedHandling ObjectionsWhite raised objections : 1) expensive 2) outsiders doing the printingJones instead of handling the objections skipped the question and focussed on other features and benefitsFollow-upWhite showed little interest and wrapped up the meetingJones just gave her the project figures for her to review Meeting ended without next appointment dateQuestion 3Mary Joness effort at Bickford PublishingApproachMeeting started as scheduledNo Interest statement was madePresentationShe said that she wanted to share additional information regarding the CCC ideaSmith interrupted her and rejected the idea right awayNeed Identification/ Handling ObjectionsThere was no questioning to identify the current needs or reason for rejection was asked and hence no handling was done in this regardClosing the sale/Follow-upEven though the call closed with a straight NO, Smith suggested that she can meet Mr.Perry, V.P. of Corporate Facilities, to present the proposalIn spite of Smith suggesting for a presentation, Jones was not quick enough to get a time/date for the presentation /meeting

Question 3Mary Joness effort at General HospitalApproachMeeting started as scheduledJones was surprised to find V.P. of Operations, Director of Accounting & Chairman of the Board there as she didnt make sure who all will be the attending the meetingPresentationShe presented about the merits of the CCC and the financial calculations generated for General HospitalNeed Identification/ Handling ObjectionsConcerns were raised regarding1) Outsider Employment: Issue of Confidentiality2) Loss of Employment: Skilled, efficient and loyal employees ; one was a relative of Chairman of the BoardAddressing the needs:Jones emphasized about the efficiency of the new equipment and was not able to justify their concern regarding loss of employment; She rather felt ill Closing the SaleWhen they were about the make the decision she tried to buy some more time but in vainHandling ObjectionsThe team preferred employee relations over an unproven program even though it provided cost savingsJones tried to get a commitment about buying the CCC in case of those two employees leaving the company but got noneImplementation/Follow upEven though the deal was rejected, Jones offered to visit the office for other related works and left the place

Question 3Sales ProcessSummary of SimilaritiesApproachAppointment were fixedNo interest statements were madePresentationFeatures and Benefits were explained for General HospitalsNo Evidence was provided in any of the three casesClients agreed that the product might be usefulNeed Identification All three clients had MA Money and Authority; but did not have the D-Desire to buy the CCCQuestioning to identify the needs did not happenClosing the SaleAll the three meetings ended with a NO No appointment for further meetings were doneHandling Objections Root cause analysis for handling the objects was not doneIssues raised were not addressed properly

Question 4Should Mary Jones directly contact Tom Perry of Bickford Publishing? One of Jones best accounts However, Joe Smith, Director seemed to have some problem with Jones Joe Smith not very interested in CCC Not keen on listening to her calculations in detail Tom Perry, VP Corporate Facilities (Joes boss)had shown some interest Although Joe has sent a mail to Tom Perry, Jones should contact Tom Perry directly If she doesnt contact Tom directly, there is no chance shell close a CCC deal in the near future with Bickford She should convey to Tom in her mail that she would like to discuss about the CCC program which he was interested in . She should also convey the fact that Joe was quite busy and did not have the time to review her calculations

Question 5The General Hospital proposalDid not take into account the decision making processGeneral Hospital Copying Objectives more like CCC benefits does not seem to be based on researchEg. 89 day trial option period included in hospital objectives

Does not take into account consideration for existing staff imp. for hospitalEven though it is a repeated objection by prospects, no clear justification preparedOne of the 2 printing staff is the Chairmans nephew

The benefit calculation was also in doubtThe rate of rise of hospital expenses in future might be excessiveThe values were not discounted to present valuesThe cost of supplies to hospital with CCC were calculated to grow at the same rate as increase in fixed rate of Royal CCC.

Taking over responsibility of printing supervisors/headsA threat?Question 6Alternate strategies to sell the CCC to General Hospital

As General Hospital values its employee relations the most, the obvious thing she should have done was suggest to train the employees of the hospital so that they can work along with the operators in case they dont have the expertise to replace them.Question 7What actions should Tom Stein (Marys Sales Manager) take regarding Mary Jones?

She is a good sales person (given by the amount of sales on other products she achieves), hence:Give her the freedom (relieve pressure, could even be by relaxing her sales targets for CCC)Try to understand her problem by having more dialogues with her. There has to be a root cause.More motivation, Jones has mainly been self-motivated all this while. A direction from her mentor may be what is required to kick start her CCC sales.

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