Composed in an MS Word document, should be one thousand five hundred words and must fully show all the steps in the prompt below. It must include a minimum of four references cited in the body of the paper and on a separate References, both following APA. Include working examples from the field, delivering quantifiable information, and illustrating solid critical thinking.

Prompt: Most effective defenses begin with an opening summary of key assumptions, facts, and strong personalities. These elements can help to shape, as well as constrain (reality check), what might be plausible solutions.

Take the following steps to complete this assignment:

1. The following cases from your textbook to examine and answer the associated questions:
   • Leadership Challenge: "A Quota by Any Other Name" (pp. 186-187).
2. Be clear in the write-up about the case. Please clearly restate and number each question before answering it.
3. Be sure to craft concluding recommendations with a short list of items so the audience can retain and act upon.
4. Finally, include a References page with APA citations to help validate the quality of the work. (Remember these should be credible sources. While Wikipedia may contain interesting material, it does not meet the threshold of a credible source.)

$3,710,000, $2,400,000, $3,900 12. In planning a sales analysis system, one must consider tha reeds vary fro district sales manager to regional sales manager to vice pres sales. Give specific port trai examples of how information needs vary among managers at these levels. people to 13. Ethical Question. JUS-GRA Industries is an automotive aftermarket parts distributor displays to based in Munich, Germany. As VP of sales for JUS-GRA industries you have been less intere tasked with opening and staffing the first new sales office for the company's Asian Unfortun operations, which are forecast to grow nicely over the next several years. Based in might be Tokyo, one of the challenges of this region are the large distances that must be trave He sat led by air to call on customers in far flung locations like Seoul, Shanghai, Kuala Lumpur, ing for t Singapore, and other key cities that JUS-GRA would like to open for business. As you consider assigning salespeople to this new region you are very mindful of these travel demands along with other inherent challenges of opening up in a new region of the Quest world. At the same time, one of your best longtime salespeople in Germany-Angelika Krafft, who is also a close family friend-has asked you if she could be moved to this 1. Wh new area. Angelika sees this as an opportunity to gain visibility in the company and 2. WH show what she can do. You know, however, that she has a family with three children aged 11-16 and that the demands of the new job may put pressure on her family and 3 WI her spouse. How would you handle her request? Explain your decision. ch LEADERSHIP CHALLENGE: A QUOTA BY ANY RO OTHER NAME Sit Ralph Dickerson knew an adjustment was needed. In more than 20 years with Bright Thi Right Plastics, he had been around for many changes, and as director of sales for ba SCTHE STRATEGIC ROLE OF INFORMATION IN SALES MANAGEM npaign canner uch as the company, he had initiated a number on his own. Now Ralph knew that he had m the to reevaluate the quota system that had been used at Bright Right for more than 15 years. The system had been revised years ago to focus the sales force on financial goals, specif- After ically sales volume. At the time, business was slow and senior management had wanted ed to salespeople to drive sales for the company. It had worked as the company prospered and was now enjoying great success. Selling to large hardware stores, the company had built a reputation as a good supplier of quality plastic fittings and joints in the retail plumbing industry. At the same time, many aspects of the business environment had changed since the quota system was last revised. Most notably, foreign competitors had come in offering competitive prices and better service. Several of Bright Right's old competitors had been driven out of business, and Ralph knew that part of the problem was the quota system in place at the company. ual Essentially, the system in place was based on sales volume. As it had evolved the system ch focused on unit sales. It involved a complex plan that allowed each salesperson to set ce unit sales goals for every product in the company's large inventory. Senior management considered quotas a critical element in their strategic planning. At the same time, they were used as motivational tools for the sales force. Each overall quota was set high, but within that the salesperson could develop individual product quotas based on his or her customer's needs. The problem, as Ralph saw it, was that customers wanted greater coordination and sup- port from their suppliers. Specifically, customers like Home Depot and Lowe's wanted sales- people to offer product demonstrations to their own sales force as well as help in arranging displays for the products. Ralph had heard complaints that Bright Right salespeople were less interested in doing these kinds of activities than salespeople from other companies. Unfortunately, he had heard these complaints for several years and was concerned they might be losing business, or soon would be. He sat in his office pondering his next move. The CEO of the company had set up a meet- ing for tomorrow to discuss this issue and was looking to Ralph for answers. Questions 1. What are the advantages and disadvantages of a sales volume-based quota system? 2. What are the advantages and disadvantages of an activity-based quota system? 3. What quota system would you recommend Ralph present to the CEO and why? What challenges would Ralph face in implementing your recommendation? ROLE-PLAY: BLUE TERN MILLS-PART B