Marketing Manager of the PVT - Research Paper Example

B2B Marketing It is claimed that the relationship between these companies is too close that one may think that they are sister companies or companies under a single proprietor. If it is so, then the sales and marketing manager of the PVT should formally write to the sale and making executive of Solenergy Development LLC requesting to understand formally the basis of evaluation that eliminates PV Technologies, Inc. from being list among the successful bidders (Cesi'edes and Badame 02). The Solenergy Development LLC is noted to be one of the biggest and the most loyal as well as largest customers of PVT's solar energy business unit. Thus, when it declines to list PVT among it best bidders, then there must a gross system or technological failure that Greg Morgan, the Solenergy’s chief electrical engineer noted from the electric equipment supplied to them by PVT. Morgan is portrayed as a competent person especially in his judgments. Moreover, he has never misled Solenergy Company and its management in all matters left for him to deliberate upon thereby earning him the influence he has in the Solenergy development industry’s decision-making. Therefore, it will be pointless for the sales and marketing department of the PV Technologies, Inc. to peg their success on personal relationship between Morgan and Salvatori. Apparently, the decision made from Morgan’s evaluation may not change based on employee to employee relationship or business to business relationship but they can change on core values used as evaluating factors that led to the conclusion (Cesi'edes and Badame 05). From the understanding of the top management at the PV Technologies, PVT has been supplying reliable, durable, and efficient converters a fact that has not been confirmed with customer, Solenergy in this evaluation. The evaluation parameters and the result are just but rumors that are yet to be confirmed to the PVT’s sale and marketing department or even to its executive. Therefore, it cannot be assumed that Morgan only pegged his evaluation on cost but not other factors that could be touching quality, efficiency, effectiveness, and durability. Moreover, it is apparent that PVT has been the main player in the market especially in the supply of electric converters. Since numerous players who have joined the same market, PVT must not assume that there are no other companies producing the same products, as in this case, converters with the same quality, durability, efficiency, and effectiveness and at lower costs than it thereby placing out of the competition is. It should be noted that the current business environment is too stiff and not even one company should ever think that competing companies would ever share their product specification to the competitor as assumed by PVT management. The R &D manager of the PVT may have assumed that they know all the specifications including quality of converters being produced by SOMA and BJ Solar (Cesi'edes and Badame 04). These might only be claims since competitors are at all time trying to keep their strategies as close to their chest as possible. Notably, it might be at this time that these two companies released some converters with better specifications such as highly effective, efficient, and durable and at lower cost than those of PVT. This information can only be revealed either to Rubenstein and Salvatori by Solenergy formally or by using the good relationship that these two business entities share or by approaching Morgan as the ideal figure behind the evaluation. After officially knowing on the criteria and the tools that Morgan used to evaluate these companies and how he reached the results that eliminated PVT as a potential bidder, PVT may draft the course of action to fix the current situation or be a force to recon with on future competitions and contracts. Every business environment is facing stiff competition and remaining at the top requires working hard with reality in the business but not pegging the business strategies on assumptions. Therefore, Rubenstein and Salvatori should stop advising the PVT’s executive on hear says, but should dig facts from Morgan (Cesi'edes and Badame 08). Depending on the actual analysis and analytical parameters applied by Morgan, Rubenstein and Salvatori will have different approach to cub the situation. With the information at hand, they may deliberate on their already drafted alternative ways of action or formulate new approaches. It should be noted that introduction of new competitors in the market often change the market in different ways. In this case, some Chinese firms, that developers and manufacturers the same equipment as PVT have recently entered the same business and market as PVT. It is claimed that the quality and performance of their equipment are of inferior quality and performance; however, the cost differential is significantly low compared to PVT’s. Therefore, if Morgan settled on such equipment, the sure thing that Rubenstein and Salvatori should ask themselves is the nature of contract the Solenergy worn for it to settle on such converters. It may be assumed that Solenergy’s contract was short term and after short while the materials and equipment of the contract will be useless, then it will pointless for Morgan to concentrate on costly materials and equipment (Cesi'edes and Badame 06). In this sense, Rubenstein and Salvatori will be force to implement their third alternative by accelerating the introduction new products that should be highly effective but with lower costs. The Rubenstein and Salvatori’s problem can only be solved in two ways that include implementing two of their proposed strategies that they had presented before the PVT’s executive committee. The first step is to obtain the nature and parameters that Morgan used for evaluation (Cesi'edes and Badame 09). Secondly, they should understand why Morgan arrived to his conclusion. Getting this information may be through tactical approach to Morgan that is on the friendship basis or formally requesting for such information since they are now out of the competitive bidding they have the right to such information. On accessing such information, Rubenstein and Salvatori should evaluate and analyze it towards outlining the basis why they were eliminated. From the result, the duo may decide to work their ways back into the competitive bidding by meeting the minimum threshold that Morgan used to eliminate them. Alternatively, they may decide that they correct the outlined shortfalls for future considerations. However, Rubenstein and Salvatori as well as the entire PVT’s team are greatly concern with the reputation the company once it is published that PVT is not among the successful bidders in the Solenergy’s competitive bidding; therefore, it is vital that Rubenstein and Salvatori work on the minimum requirement and present their same to Morgan for consideration. From the cordial relationship enjoyed by these companies, it is certain that they shall be considered once they meet thresholds required by Morgan. Work Cited Cesi'edes, Frank & Diane, Badame. Change the Course. PV Technologies, Inc.:Were They Asleep at the Switch? Harvard Business School, 2012, pg. 02-11. Read More