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StepSmart Case Study Assignments

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Part I (300-350 words) What are the problems in StepSmart’s New England district? What should Cooper do, as he takes over the district, to address these problems? What are the key decisions

StepSmart Fitness is currently experiencing slow performance in the New England region. markwallace, the new CEO of StepSmart six months ago, has decided to hire former employee Ben Cooper as the new sales director for the New England region.

The state of New England was unable to achieve certain goals with other states. A major problem with New England’s regional performance was that sales growth from 2009 to 2010 was 7% while overall regional growth was 9.8%. From 2010 to 2011 the growth in national sales was 12.3% and the New England region declined to about 5.9%. The company has a total of 540 people and the company’s sales team is organized into three groups including retail, private and institutional, and commercial products.

In order to address these problems, Cooper should first analyze the current sales strategies and management techniques being used in the New England district. He should look into the reasons for the underperformance and identify any weaknesses or areas for improvement. Cooper should also gather feedback from the sales team to understand their perspective and concerns.

One key decision Cooper should make is to implement a more structured and goal-oriented sales strategy. This includes setting specific targets for the team to achieve and providing them with the tools and resources they need to achieve these targets. He should also consider implementing a performance-based incentive system to motivate the sales team to reach their targets. Additionally, Cooper should focus on providing regular training and development programs to improve the skills and knowledge of the sales team.

Another key decision is to improve communication and collaboration within the sales team. Cooper should establish regular meetings and check-ins to keep the team informed and on track. This will also allow him to identify and address any issues or concerns that may arise. He should also consider implementing a system for tracking and reporting sales performance to keep the team accountable and motivated.

Lastly, Cooper should focus on building a strong relationship with the customers in the New England district. This includes conducting regular customer feedback and surveys to understand their needs and preferences. He should also consider creating a customer loyalty program to encourage repeat business and increase customer satisfaction.

Overall, Cooper should focus on implementing a more effective sales strategy, providing regular training and development, improving communication and collaboration within the team, and building a strong relationship with customers in the New England district.

Which of these under-performers can be motivated to be a good StepSmart salesperson? Why? Part III (500-600 words) What specific goals should Cooper set for each salesperson? 

How can cooper ensure those individual goals are accomplished? Evaluate territorial assignments in the New England district. Is the sales force organized and deployed properly? Part IV (150-200 words)

The question first appeared on Write My Essay

Cooper must make in his role as district director? Part II (900-1050 words) What does it take to be a good StepSmart salesperson * Evaluate each sales person in the district. Who is the top performer? Why? Who is Coopers’s biggest problem? What can/should he do about it? * Which salespeople are not performing as they should?

Which of these under-performers can be motivated to be a good StepSmart salesperson? Why? Part III (500-600 words) What specific goals should Cooper set for each salesperson? 

How can cooper ensure those individual goals are accomplished? Evaluate territorial assignments in the New England district. Is the sales force organized and deployed properly? Part IV (150-200 words)

Case Study Assignment 2

Introduction

StepSmart Fitness is a leading manufacturer of exercise equipment for a variety of settings, including health clubs, private fitness facilities, and home use. Headquartered in New York, the company employs 540 employees and has an 18% market share in the industry, estimated to be worth $3.5 billion in 2011. The company’s offerings are divided into three categories: retail products, private and institutional products, and commercial products.

• Retail products make up 63% of the company’s sales in the US and hold a 27% market share in this segment. StepSmart supplies home gym equipment to big-box retailers, sporting-equipment retail chains, and online retailers for eventual resale to consumers. The company does not sell directly to consumers through brick-and-mortar or online retail stores.
• Private and institutional products make up 7.7% of the company’s sales in the US and hold a 10% market share. StepSmart supplies a range of exercise equipment to private organizations, including private clubs, universities, training facilities for professional sports organizations, and residential property managers.
• Commercial products make up 29.3% of the company’s sales in the US and hold a 17% market share. StepSmart supplies a range of cardio and strength training equipment to fee-based health clubs.

Since Mark Wallace became CEO, there has been significant changes throughout the company. Wallace intends to boost sales by utilizing top performers like Ben Cooper. He believes that this will result in increased revenue, morale, and productivity. Cooper will be meeting with Caitlin Sheridan, the newly appointed RVP of sales for the Northeast, to discuss changes to the sales team, including terminations, probations, and reassigned territories. Together, Cooper and Sheridan aim to turn around struggling districts and bring financial growth to the company by 2014.

What does it take to be a good salesperson in StepSmart?

To be a successful salesperson in StepSmart, a few key qualities are necessary. Primarily, a good salesperson should be able to understand and fulfill the needs of their customers. This can be achieved by actively listening to prospects, providing value to the product, and being able to empathize with the customer’s situation.

In the context of StepSmart fitness, a good salesperson should possess the following characteristics:

1. Clear and achievable goals and objectives for the given time frame.
2. Strong team dynamics and good rapport with colleagues.
3. In-depth knowledge of the products and technologies offered by StepSmart.
4. The ability to identify and target the right customers.
5. A strong commitment to ethical work practices, with a dedication to StepSmart and not any other outside interests.

Q1: Which of the 7 team members can be a good StepSmart Salesperson?  Which of them cannot? Explain with detailed analysis & reasoning. 

Q 2:- What are the specific goals that you as Cooper will set up for each of  team members? 

Q3: How will you as Cooper ensure that the goals set for each member will  be achieved?