1. Battlefield Furniture Group Inc
Problem Finding
The national sales manager is trying walk the tight rope between trying to discipline errant executives
and trying to understand and resolve problems in a mutually beneficial way.
Frank has been a top performer in this industry for close to three decades. However, the national sales
manager feels that his territory has become far too unwieldy to be serviced by a single salesman. Frank
belongs to a bygone era and has a different view on selling. Frank has not bought the management’s
view of selective retail partners. The national sales manager is trying to manage a situation where an old
school salesman is not willing to budge in his methods. This leading to unnecessary channel conflicts
(from the organization’s perspective).
Schmidt is not living up to his early promise. His knowledge of the product line is superficial, his
understanding of the market is also superficial, doesn’t follow the necessary processes, dealer
relationships aren’t strong.
Personal problems, a drinking habit and debt problems seem to be ruining a promising career. Apart
from his personal problems he has been thoroughly unprofessional with his working and reporting
standards
Issues to be resolved
Frank’s my way or highway approach. Frank’s success has won him the respect of his peers
across the industry. However, he is head strong and refuses to do justice to his territory and the
organization is not achieving its sales potential because of such an attitude.
“Superstar Schmidt??” When Schmidt was recruited he was touted as the next big thing in the
organization. Yet, his non-performance throws up an interesting conundrum. Does the National
Sales Manger let him go or does he see enough potential to persist with Schmidt and improve
his skills (with adequate training and sensitizing him to cultural issues)
Professional misdemeanor vs Personal Problems. Does the National Sales Manager take a
sympathetic approach to a mid-life crisis or does he put work above all else. Or can he evolve a
middle road
Solutions:
1) Frank is increasingly becoming an elephant in the room. While his performances in the past do
count for him, the organization is not bigger than the individual. We suggest that the National
Sales Manager should talk with Frank regarding the differences in their estimates of potential. If
Frank does see merit in the argument and commits to the number, then the sales manager can
think of giving him sometime. If Frank continues to believe that his old school methods are the
best methods for achieving results, then the manager should replace Frank immediately. If Frank

2. does accept the reality of the day, then Baldwin can be brought on board and Frank can be given
an overriding commission (option 2)
2) In Schmidt’s case, the national sales manager should use his judgement to make a simple cost
benefit analysis. The analysis should try and understand whether the costs of giving further
training to Schmidt’s will outweigh the benefits he may bring to the organization. The manager
should also realize that Schmidt has come in to replace an old timer and the dealers may take
time adjusting to his ways and means. However, while the issues of training can be worked out,
it is imperative that. Additionally, Schmidt would need to be given an off the record warning
regarding his interactions with dealers. If Schmidt fails to mend his ways it would be time to
terminate his services. Hence the recommendation would be to give him a stern talking to and
additional training (option 1&option 3).
3) Paul Irons case throws up a difficult conundrum for the National Sales Manager. On the one
hand, Paul has gotten himself into a financial quagmire which might be difficult to wriggle out of
if he is thrown out of work. On the other hand, Paul Irons’ reporting (going missing from duty)
standards and performance standards have dipped greatly. There is a degree of human element
to this case that cannot be ignored. However, the manager’s priorities should lie with the
organization. Having said that, the manager can use a carrot and stick approach. While Irons’
predicament is deserving of sympathy, the manager should make it clear that the organization
cannot forever be kept in limbo. Hence the recommendation to the manager would be to help
Irons sort his personal woes out with interventions from the organization (option 2). However
this should come with a caveat that there would be a clearly charted plan in which the road to
recovery is planned and Irons must make a commitment to himself and the organization that he
would adhere to this programme.