1. How should Fondren structure its sales force after the merger with Bronson?

Why? What are the potential advantages and disadvantages of the structure you chose? Fondren Publishing, Inc., based in Paris, France, is one of the leading world-wide publishers of academic journals in the area of science and technology. It has more than 2,000 titles in its stable of products and publishes them in both print and electronic formats. Its primary customers are trade customers, who collect academic journal content from several different publisher sources and then package the content and resell it to retail customers.

To a lesser extent, Fondren also sells directly to retail customers such as universities, librarles, societies/associations (e.g., Society of Environmental Engineers), and individuals (e.g., professors, scientists).

Fondren’s sales force is known for being dynamic and knowledgeable, and some members of its sales team have been with the company for as many as 17 years. It traditionally has had a geographically structured sales force, divided into 14 regions: 6 in the United States, 4 in Europe, 4 in Asia-Pacific. Fondren’s largest trade customer, by far, is New York-based AcademCo., which has a 35 percent share in its market and is responsible for 20 percent of Fondren’s sales revenues. Therefore, the regional sales team covering the northeastern United States is extra large to accommodate this customer.