mini case massa-chsetts restaurant appliances

Qu Bb N Q E E B6 0 9 1 5 | | |G Bb | | |W | | Ne Ne Ne Bb * * + C elearning.qu.edu.qa/bbcswebdav/pid-2830630-dt-content-rid-10984650_1/courses/Spring_2021_MAKT402_22359/Individual%20Assignment%20-%20Sale... a Update : E Individual Assignment - Sales Ratios - Spring 2021.pdf 1 / 1 100% + Individual Assignment - Sales Ratios - Spring 2021 After carefully reading the Mini Case, please answer all the questions at the end of the case. Minicase: Massachusetts Restaurant Appliances (MRA), headquartered in Somerville, Massachusetts Massa- (in the Boston area), sells large, industrial appliances such as refrigerators, freezers, and chusetts dishwashers to restaurants all over the United States. For several years, the company has been second in market share to industry leader New York's Ruth Restaurant Services, but Restaurant it has been gaining share in recent years. Appliances MRA is especially optimistic about catching Ruth this year because of the rise of its star sales manager, David Epstein, an energetic 31-year-old, who has been with the com- pany 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: Previous Current Current Number of Number of Number of Number of Days Sales rep Sales Sales Quota Accounts Orders Expenses Calls 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 745,000 852,000 350,000 1,350 1,650 11,000 1,700 230 Jennifer McCarver 765,000 860,000 350,000 1,300 1,730 11,300 1,750 232 Manuel Lopez 735,000 335,000 325,000 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 Epstein would like to see an analysis of salesperson performance using the following ratios: sales growth, sales to quota, sales per account, average order, sales expense, calls per day, orders per call. Most of the salespeople are happy to be evaluated, but a few are dubious and fearful of the consequences. Robert Smythe, for one, feels that his territory, which includes the Western mountain states as well as Alaska, is more difficult to sell in because there are fewer restaurants and he has only been a salesperson for about a year. In addition, one of Derek Francona's largest customers recently went out of business, and he feels that his numbers slipped as a result. Both are close to quitting because they feel they are being SAP 11 atv XQu Bb N Q E E B6 9 9 1 5 5| | |G Bb | | |W | | |Ne Ne Ne Bb * * + C elearning.qu.edu.qa/bbcswebdav/pid-2830630-dt-content-rid-10984650_1/courses/Spring_2021_MAKT402_22359/Individual%20Assignment%20-%20Sale... a Update : E Individual Assignment - Sales Ratios - Spring 2021.pdf 1 / 1 100% + 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: Previous Current Current Number of Number of Number of Number of Days Sales rep Sales Sales Quota Accounts Orders Expenses Calls 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 765,000 860,000 350,000 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 Epstein would like to see an analysis of salesperson performance using the following ratios: sales growth, sales to quota, sales per account, average order, sales expense, calls per day, orders per call. Most of the salespeople are happy to be evaluated, but a few are dubious and fearful of the consequences. Robert Smythe, for one, feels that his territory, which includes the Western mountain states as well as Alaska, is more difficult to sell in because there are fewer restaurants and he has only been a salesperson for about a year. In addition, one of Derek Francona's largest customers recently went out of business, and he feels that his numbers slipped as a result. Both are close to quitting because they feel they are being evaluated unfairly. Epstein wants to beat Ruth very badly this year and feels that improving salesperson performance is the key. Therefore, his performance evaluation system is of the utmost importance. Questions 1. Using the data given, calculate the performance ratios requested by Epstein and rank the salespeople accordingly. 2. What advice or guidance should Epstein give to each of the salespeople to improve performance? 3. What are the limitations of this evaluation system? What adjustments or additions could Epstein make to more accurately evaluate salesperson performance? 11 atv SAP W X