For this case study assignment, you will work in your designated group. Your group will remain the same for the duration of the course. Each week your group will read and discuss the assigned case study. The group will submit one collaborative assignment per week using the assigned case study. You are encouraged to critique the ideas of others in your assigned group and even offer contrarian positions.

Remember, since this is a management course, you are encouraged to utilize the management skills you have accumulated in the program and as professionals to organize and execute a productive group experience. It is the responsibility of the group to determine how group work will take place each week. You may decide to meet via a digital meeting platform, discuss via email, or some other option. If your group is having trouble coming up with a meeting strategy, please reach out to your professor for assistance.

Case Study Overview:

This case discusses the alignment of marketing and sales within an organization and turn-around strategies for a company. In January 2020, Jai Prakash Chaubey, the managing director of Sarva Pharmaceuticals Private Limited (Sarva), needed to decide whether or not to accept a proposal from Gursim Pharmaceutical Limited (Gursim) to market some of Sarva's products in Cambodia. Sarva had been performing well; however, the company's profitability in Cambodia was minimal. Should Chaubey accept Gursim's offer? Or should he hire a new country head who could drive the sales in the country and motivate the sales team for better results? Other options included restructuring Sarva's product portfolio or shutting down the company's marketing arm to focus solely on distribution. What strategies should he adopt to turn around his company's performance, strengthen its presence in Cambodia, and remain on course to achieve the company's target for 2020? All these important decisions are part of this case.

After reading the case study, with your group, respond to the following questions. Responses to each question should have a minimum of 100 words and maximum of 500 words. Support your answers with at least 2-3 concepts and ideas from each chapter. Highlight the concepts in bold.

1. What is the underlying problem or problems?
2. What factors are causing the problem or problems?
3. What were Taing's critical failures in his control of the sales force? What are the possible implications?
4. How should Sarva restructure its product portfolio?
5. Sarva is considering several actions to strengthen its marketing function. What is a good starting point?
6. How should Sarva modify its sales strategy and align it with its marketing strategy?
7. What other strategies could turn the company around?
8. Identify and describe 5 managerial lessons to be learned from the case.

Answer #7 please!