Assignment:
Based on Sales Management analysis and decision making 9th edition
SPECTRUM BRANDS, INC. - THE SALES FORCE DILEMMA SYNOPSIS: In November 2005, Bob Falconi, vice-president of sales and marketing for Spectrum Brands Inc., a global consumer products company, was pondering how to reorganize his sales force. He was charged with creating a national sales group from the teams of newly merged companies under the Spectrum Brands (Spectrum) umbrella. Spectrum, formerly Rayovac Corporation, had recently acquired a number of companies to diversify and grow the company's product and brand portfolio. It had become a leading supplier of consumer batteries (Rayovac), lawn and garden care products (United Industries, Nu-Gro Corporation), specialty pet supplies (United Pet Group, Tetra Holdings), and shaving and grooming products (Remington Brands). Falconi was responsible for organizing the new sales force in a way that would capitalize on the strengths of each brand, but at the same time recognize the differences across the product categories. The company was looking to make the most of the synergies created, and reduce costs if possible. However, it also wanted to ensure that customers would be serviced in the same fashion, if not a better one, and that sales volumes would not be affected. A number of sales force structures were being considered. Falconi had to consider the human side of this decision. Sales managers would serve as the change agents responsible for implementing the plans. He would need to be sure that he had the right individuals in place, and would need to decide how best to leverage them during the implementation phase. Dealing with employee apprehension would be difficult, yet extremely important to the success of the merger. A decision would need to be made quickly so things could be in place prior to the spring peak period for the lawn and garden industry. Sufficient time would be needed to implement changes and initiate any training that might be required for the sales team.
Given the markets the company is operating in, what is the best structure for the sales force? How did you decide?
What major problems might you encounter with your new sales force structure as it relates to both external factors (customers) and internal factors (employee reactions)?