Please answer the Moncard case practice questions in William L. Cohen's "Sales Management". Urgently urgently

2. Reasons for failure

1. Doug had a wrong understanding of the job of a sales manager.

Before taking office, Doug’s understanding of the sales manager position was that he only needed to spend a period of time teaching the clumsy-tongued sales representatives to get on the right track and everything would be fine. However, in addition to his responsibility of cultivating sales representatives’ sales capabilities, he also He also neglected his responsibilities of building the sales force and handling day-to-day affairs. Doug knew his mistake from the beginning. At the beginning of taking office, he believed that most of his work was firstly to sell and lead sales, secondly to take emergency measures to solve problems encountered by salespeople, and thirdly, it might be to spend 50% of his time on interpersonal relationships, and 50% of his time on Recruitment and other administrative matters. He ignored that as a sales manager, developing sales people was his most important job.

2. Doug cares about gains and losses and is radical in his actions.

After he was elected as the sales manager, he was afraid of being fired due to declining performance. Later, when the team he managed did not reach the quota, he personally developed customers, competed with sales representatives for jobs, and acted aggressively.

3. Doug did not receive standardized training before taking office.

The training time is only 5 days, and the training time is short; the training plan is confusing, and the training content is focused on the VIP customer plan without highlighting the training of management capabilities, which makes Doug inappropriately handle affairs after taking office. .

4. Insufficient preparation for taking office.

Doug had lunch with the regional manager on the morning of his arrival in Des Moines, and the first sales meeting was held after lunch. Doug did not understand and analyze the sales staff in advance, so that the plan proposed at the meeting Not accepted.

5. Doug lacks team-building skills.

Doug failed to coordinate the goals of the sales representatives with the overall company goals, causing the team he led to have inconsistent goals.

5. Doug lacks self-management skills.

In the few months since Doug took office, it was common to work overtime and be unable to handle all kinds of things well.

6. Failure to build trust with sales reps.

Doug asked the sales representative to submit a weekly sales plan report, and had a tough attitude when communicating with the sales representative Tiffany; when Bill refuted Doug's modification of his plan, Doug made hurtful remarks and Bill resigned; When Doug hired new outstanding sales representatives, the sales representatives throughout the company were very critical. The entire sales team was not harmonious and failed to communicate and cooperate properly.

7. Doing things beyond the scope of duties

Doug will push the top ten VIP customers to complete the quota in the future and develop customers personally, which will steal the sales representatives' jobs and cause dissatisfaction among the representatives. He failed to realize that what he should be doing was encouraging sales reps to develop accounts instead of doing it themselves.