3. What are the limitations of this evaluation system? What adjustments or additions could Epstein make to more accurately evaluate salesperson pertormance?

West Midlands Restaurant Appliances (WMRA), headquartered in Birmingham, UK, sells large, industrial appliances such as refrigerators, freezers, and dishwashers to restaurants all over Great Britain. For several years, the company has been second in UK market share to industry leader Thames Restaurant Services, but it has been gaining share in recent years.
WMRA Is especially optimistic about catching Thames this year because of the rise of its star sales manager, David Epstein, an energetic 31-year-old, who has been with the company since he was 22. Epstein is popular with the sales staff, but he also is aggressive and demands high performance. One of his initiatives is to make all salespeople accountable by strictly evaluating performance using ratios as well as purely objective measures. In particular, he has collected performance data for each of his seven sales representatives as follows:

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Sales rep Previous Sales Current Current Sales Quota Orders Number of Number of Expenses Number of Number of Accounts Calls Days Worked Derek Francona 480,000 481,000 575,000 1,100 780 9,300 1,300 235 Johnny Schilling 750,000 883,000 835,000 1,600 1,970 12,300 1,800 223 Daphne Gellar 576,000 613,000 657,000 1,150 1,020 7,500 1,650 228 Robert Smythe 745,000 852,000 850,000 1,350 1,650 11,000 1,700 230 Jennifer McCarver 765,000 860,000 850,000 1,300 1,730 11,300 1,750 232 Manuel Lopez 735,000 835,000 825,000 1,400 1,790 11,500 1,750 220 Samantha Kerrey 665,000 670,000 720,000 1,600 960 10,800 1,550 200 Erin McCloud 775,000 925,000 875,000 1,700 1,910 12,800 1,850 225