Sales Management Case Study of Panacea

Questions: 1. If it decides to expand its sales force2. If it decides not to expand its sales force Answers: 1. Considering the case study of Panacea, it can be said that if the organization would consider increasing its sales force, then the organization would acquire both positive and negative results from the market place. If the considered organization decides to expand its sales force then possibly it can increase its sales presence, its brand awareness and cam established a stronger customer base. Most importantly, the considered organization can also have a larger sales stuff in the organization as per the reason that increase in sales force would force the company to recruit more employees (Arnett, Wittmann, 2014). Therefore, in form of one of the core competencies, the organization would get a strong employee base. On other hand, by expanding the network of sellers and resellers, the organization could manage to have wider and more firm brand awareness in affordable expense. However, in terms of disadvantages, it can be said that the organization may have to expand its operational expense rate as per the fact that by implementing more sales force, the organization would have to expend more money on the employees. Most importantly, if the organization would not increase its management power alongside increasing the sales force, then possibly the organization would have to face employee management issue (Dychtwald et al., 2013). On the other hand, if expansion of the sales force could be granted as an aspect of change management, then strong resistance from both of the management and employee ground of the concerned organization can arrive (Johnston Marshall, 2016). If the organization would expand its sales force then it would be essential for them to strengthen its workforce diversity. 2. On the contrary to the first question, if the considered organization would not consider expanding its sales force then the organization would not be able to attract and acquire a bigger target market. Therefore, it can be predicted that the organization could possibly face disappointing sales growth. However, if the current sales force is managing well to accomplish the organizations desired profit margin, then it is to suggest that the organization should think about increasing its sales force later (Johnston Marshall, 2016). On the other hand, it is to contemplate here that if the organization would not consider increasing its sales force, then it is possible that the pressure would increase among the present staffs. Consequently, they would lose motivation and would not prefer to show loyalty towards the organization. Most importantly, if the considered organization would not prefer to expand, then it is possible that the enterprise would lose market growth and at the same ti me could not compete with the rival organizations (Ogilvie et al., 2017). Therefore, it is indicative of the fact that without an expansion in the sales force, it would be hard for the organization to stay less vulnerable towards the changing trends of the market. Therefore, considering the case, it is to recommend that the organization should increase the volume of its sales force. However, if the organization would not increase its sales force, then possibly it would have to train it present sales force, so that they can easily befit themselves in changing trends of the market. References Arnett, D. B., Wittmann, C. M. (2014). Improving marketing success: The role of tacit knowledge exchange between sales and marketing.Journal of Business Research,67(3), 324-331. Dychtwald, K., Erickson, T. J., Morison, R. (2013).Workforce crisis: How to beat the coming shortage of skills and talent. Harvard Business Press. Johnston, M. W., Marshall, G. W. (2016).Sales force management: Leadership, innovation, technology. Routledge. Ogilvie, J., Rapp, A., Bachrach, D. G., Mullins, R., Harvey, J. (2017). Do sales and service compete? The impact of multiple psychological climates on frontline employee performance.Journal of Personal Selling Sales Management, 1-16.