Case Study - Allan Enterprises

Case Scenario

Allan Enterprises is a national sales & marketing firm that operates with one main branch location as well as two supporting locations. The main facility is where all the sales representatives are based and is also where meetings are conducted with teammates and managers to discuss current sales campaigns. The second facility involves graphic design artists who handle all print products while the third office houses the IT department that manage website design and all other internet marketing concerns including technological support. This is a fast paced work environment in which pay structures vary amongst and within departments due to seniority. Motivation is the key to keeping operations moving smoothly because all three areas are dependent on one another. The Sales team is compensated using salary and commission pay structure, graphic design and website design is paid by salary and IT is paid hourly. The main location's efficiency is lacking on key elements involved in the sales campaign, such as closing accounts, new sales and increase customers internet exposure. Management faces the challenge of increasing everyone's production effectively as this has been a reoccurring problem that national headquarters has become aware of.

Jeya (Sales Manager) Jeya has his own geographic regions to attend to as well as managing the sales team. Jeya is behind in his own campaign due to several reasons, including customer complaints regarding technical issues not working properly, slow turn around on ad-design, he lacks the motivation to meet his sales needs but puts effort into looking for new clients. Jeya is so bogged down solving problems related to his own campaign he has insufficient time to assist his team of 18 sales representatives with their challenges.

John (graphic Design) John is the only graphic design artist for 18 sales representatives. Since he is a salaried employee, his office hours are from 8-5pm. The company policy mandates that he completes 10 ad designs a day. He is completing 5 great and 5 poor quality ones, but he is fully utilizing all the sales reps changes or suggestions. The poor quality ones most often have to be reworked before the customer will commit to the design, which significantly hampers the company's effectiveness and productivity.

Lorayne (website Design) Lorayne is the only web designer for 18 sales representatives. Since she is a salaried employee her office hours are also from 8-5pm. The company policy mandates that she completes 10 websites a day but she is not reaching her daily or weekly goal. This is causing website launch delays. As a result, the company has the added challenge of dealing with frustrations from current clients. The sales team often to have to revisit customers who are at risk of abandoning their current campaign.

Karen (IT) Karen handles all the technology issues for the employees and is sometimes called in to see why an internet marketing campaign isn't working properly. There are times when the explanation of the problem includes poor website creation or a result of sales reps not providing the necessary information for the website to function properly. She is paid hourly but overtime is frowned upon since it takes away from company profits. Due to the nature of her position, it is almost impossible to impose a quota for Karen like the other staff members. Due to the lack of a quota, Karen is able to work at her own pace, without the pressure of making a time limit imposed by the quota and is thus accumulating a significant amount of overtime hours.

Rebecca (local district manager) Rebecca is responsible for the overall campaign. This included ensuring the campaign reaches its objectives and stays on pace, especially since there are product deadlines to contend with. In the event that the campaign experiences any difficulties, it is Rebecca's responsibility to figure out the underlying issues that are causing the office to run so far off pace and fix it.

1. Background to the Problem - who, what, how, when and where.

2A. Identify symptoms attended to and potential source of problem

2B. Conduct Analysis (ideas, models, theories that are relevant from the literature)

3A. Identification of possible interventions or action plan

3B. Determining success of previous interventions from the literature

3C. Design of own group-level intervention or action plan- Realistic and value for money

3D. Evaluation of own group intervention or action plan - what does success look like?

4. Provides a Summary linking sections A-F.

1500 words.

6 references.