Jess Westerly at Kauflauf GmbH - Actions to Change the Call Pattern to Be a Success - Case Study Example

Jess Westerly at Kauflauf GmbH Name: Institution: Jess Westerly at Kauflauf GmbH Introduction Jess Westerly an assistant product owner of CRM applications for computer and office supply wholesalers and retailers at Kauflauf, a fast-growing provider of subscription enterprise software headquartered in Heidelberg, Germany. After a few months of working at the institution, Westerly tries to implement a management strategy that entails the field consultants’ sales call patterns that unfortunately fail. The driving force behind the introduction of changes to the sales organization was to facilitate sales and Westerly communicated the idea via a memo that outlined her directive as well as explaining underlying issues under discussion. However, there existed commotion among Field consultants about infringement on their decisions, ways of spending their time as well as the insensitivity to the relationship-oriented nature of developing business. The paper dwells on the case study Jess Westerly at Kauflauf GmbH. Jess’s effective on charge as assistant product owner at Kauflauf After a period of extensive work, Jess Westerly an assistant product owner of customer relationship management (CRM) applications for computer and office supply wholesalers and retailers at Kauflauf GmbH received approval from Klaus Kristoff to implement her initiative for sales call patterns during the November 21st 2011. Jess Westerly’s work at the company involved positioning the group’s products in line to optimize designs, sales and profitability (Taylor, 2014). At the time, Jess was assuming her duties at the company; Kauflauf had made important strides towards the annual subscription sales. This was possible by giving priority to mid-sized and top-tier smaller firms that were benefit able for cloud-base subscription software enabling different approach to meet the market demand with suitable personnel to aid clients. Jess Westerly is a graduate with vast experience in software service provider in the United State. She circulated an email to her colleagues in sales asking them to redirect call patterns in order to reach out for larger and potential purchaser of customer relationship management (CRM) software services. Jess’s record of accomplishment plus her effort at Kauflaug GmbH resulted in Tim Roeder, a product owner for all the CRM service and her present boss to support her plans to formulate changes within the sales. According to Callaway (2013), Tim’s approval Jess led in drafting a memo that contained directives. At the same time, she was able amplify her reasons behind her actions and was willing to offer solutions to anyone who was interested in seeking clarification. The failure of the call pattern changes In the event of the implementation of the change call patterns, complains arouse from all quarters as workers were angered by the memo sent by Jess Westerly. The illustration contained in the memo about how employees should spend their time, in the same way neglecting the existing relationship oriented nature of developing business venture across Asia stirred disagreements. Even after clearer and vivid explanation with probability for a bright future within the sector after embracing the changes, reports from other regions were similar. Regional sales directors starting with Robert Lin in-charge of the Asia-Pacific among other directors supervising the field consultants that dismissed the memo without seeking further comprehension. Most individual resorted that Jess’s recommendations were based on uniformity thus was likely irrelevant before finding out. Changes of involving call pattern failed because their lacked proper communication structure to convey the new turn of events after a long period of routine that saw the institution gain subscription of annual sales. The gesture by a number of field consultants to ignored Jess’s email to the level of refusing to open and read caused Roeder unrest as directors choose to confine in him because he had worked with them for a longer period, forcing him to disclosure the situation to Jess. Westerly’s effort bore no fruit and her desire to initiate changes in the call pattern at Kauflauf GmbH were met with harsh reception by the regional sales directors (RSD’s) and field consultants affecting her creditability. Jess’s proposal on change using the call pattern Change management is very important in the running of any activity within any institution. Call pattern was a brainchild of Jess Westerly, who desired to facilitate greater market share the company. Jess’s past practical experience in holding a similar position of an assistant with a combination of her acquired skills and interest lead in her scheme of adopting the call pattern strategy at Kauflauf. After working for the company for a while, she learnt the company’s culture and how business deals were contacted with little or no hierarchy. It is during her tenure that she realized that field consultants spend quality time on smaller accounts. While at that instant that Jess Westerly proposed her plan to initiate changes that would see more time accorded to larger customers with larger groups, as they tend to bring in more profit. Jess’s changes in the call pattern were relevant because its main aim was to increase and improve individual revenue in return benefiting Kauflauf GmbH, as subscription sale per client are intense. The new framework seem easy causing Jess a lot of excitement that lead in her speedy investigation about the proposal immediately after the job offer and by the time, she assumed her position as the assistant product owner for CRM applications in the computer and office supplies group. Jess Westerly, then circulated a memo to each employee within the sale department with the new bid. Actions to take in order to change the call pattern to be a success The introduction of any new approach in a system that had been performing well devoid of problem requires skillful implementation. Kauflauf GmbH had an already existing closer business relationship and friendship available among the workers as they held their culture and way of doing things special (Reynolds, 2013). The field consultants were the ones who met clients in their homes often had established a good rapport with their representative regional sales directors (RSD’s). Therefore, Jess Westerly would have engaged the RSD’s with her proposal first before making a blanket ruling such as sending memo’s to colleagues via mails without prior communication (Taylor, 2004). Adoption of strategies to involve fellow workers in the implementation of the call patterns is vital because everyone will have an opportunity to make it a success. Redeployment of the field consultants time, allowing each one of them to concentrate on their effort rather than limit them to larger customers only lessen the tension. Alternative change strategies Effective management is necessary, and it is attainable when leaders are conscious enough to engage all individual in the decision-making using the bottom to top strategy. It is important as this format allows those in authority and offices can understand fellow colleagues, giving them an opportunity to participate in the social processes such as work. According to Zhang (2014), theories such Quinn’s Competing Values Framework is instrumental in a work scenario that entails different ranks that involve flow of commands. In this case, Jess Westerly would have been in a position to comprehend why the field consulted behaved in that manner preventing her loss of credibility. Within a period of the first three months of sales, statistics could have indicated little difference in calling patterns. Westerly presentation of her amended proposal to key senior executives and regional sales directors that oversee field consultants who relate closely with clients could produce an implementation plan. Implementation plans Managerial practices and frameworks are adopted to increase the organization effectiveness and positive operations at most workplaces. Delong & Gabano (2014) suggests that the involvement of all the staff members in forums such as training would be viable to discussion new practices. This allows an individual member to contribute as well as instant feedback because workers interact freely, and it further gives an opportunity to clarify on sensitive issues. Such as Jess Westerly would have had a chance to convince fellow colleagues, her reasons behind the scheme to focus on larger customers. On the other hand, inclusion of the proposal bit by bit especially during annual returns at headquarter as workers would perceive it with a lot of serious and receive it as part of work regulations rather than Jess’s idea. References DeLong, T, Gabano, J & Lees, R. (2013). When professionals have to lead a new model for high performance. London: Harvard Business Press. Callaway, R.(2000). The realities of management: a view from the trenches. New Jersey: Greenwood Publishing Group. Harvard Ltd. (2013). Power, influence, and persuasion: sell your ideas and make things happen. Harvard business essentials. New York: Harvard Business Press. Reynolds, D. (2014). The art of management and theories. New York: W. W. Norton & Company. Taylor, G.(2004). Practical application of classroom management theories into strategies. Canada: University Press of America. Zhang, X.(2014). Enterprise management control systems in china. Understanding china. Washington: Springer Science & Business. Read More