AB Reddy manufacturers hand held scanning devices that are used in inventory management. They are used in any environment where tracking inventory is important. These devices scan the UPC bar code and are used to track movement of products within a warehouse or business. Ginger Conlon is calling on Paul Greenberg, senior purchasing director for Advent Systems. Paul has global responsibilities for purchasing standardization, and developing a common inventory management system across all of Advent’s 32 locations in 12 countries and this is a task he has to complete this year. Ginger’s primary objective is to have Paul agree to set up an appointment in the next several weeks for Ginger to make a presentation to the supply chain committee that will review various proposals and narrow the choices down to three systems. GINGER: Our scanning systems can support the digital standards of both the United States and Europe, which means that, with some engineering changes in your computer network, your locations can use the same scanners. PAUL: Ginger, I’ve really been thinking that the scanners built by Nortel are industry standard. What has Reddy done differently with these scanners? GINGER: Quality is something we take very seriously at Reddy, but having the best-built old product isn’t enough, is it? So we’ve also developed the finest engineering staff over the past five years that you’ll find anywhere. The result is a product line that was just awarded the Sultan’s Engineering Award for Innovation in Egypt last month. PAUL: That’s impressive, and you’re right, a well-built product using yesterday’s technology is of no benefit to us. But how important is bi-continental use at the scanning level? Can’t we just scan and convert the data into a common format later? GINGER: Yes, you can, but that’s really inconsistent with the overall strategy of minimizing the number of vendors and having global suppliers. Plus, you may have seen a report issued by DataMark that indicates some users have had data problems that have been difficult to identify until something goes horribly wrong. PAUL: I’ve seen that report form DataMark, as well as an article in the last issue of Supply Chain Management, but we’ve had no plans for such scanners. GINGER: Why is that? PAUL: We don’t know that it is necessary – we don’t think we’ve got that many locations where scanning is a necessity. GINGER: What would be considered a significant percentage – of your total sites, I mean? PAUL: I would guess 50 percent would be acceptable. What are others experiencing? GINGER: We’ve got several, maybe four, that have standardized with us globally, and another group of about two dozen that use us in the United States or North America. How does that sound? PAUL: Intriguing, though we’re not the same as others. GINGER: I know. That’s why I’d like to set up a meeting with your supply chain team in the near future. We’ll probably also need someone there from logistics, right? PAUL: Yes, I suppose we would. GINGER: Will I have your endorsement at the meeting? PAUL: We’ll have to wait and see. I’ll need to see some documentation on the figures you’ve given me, and I’d like that before we set up the meeting.

1. What form of closing did Ginger use to gain Paul’s commitment to the ideas? Was that appropriate? Why or why not?

2. List how you would attempt to obtain commitment using three other methods of your choices. Write out exactly what you would say for each method (and be sure to identify the method).

3. Although you have been shown only a portion of the conversation, evaluate Ginger’s performance in terms of the following: a) Selling benefits not features. b) Using trial closes. c) Using communication aids to strengthen the presentation. d) Responding to objections. e) Attempting to gain commitment at the proper time.

Please provide a full two page analysis (500 words)