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Cabot Pharmaceuticals Company: Analysis and Recommendations about the Crisis Created by Bob Marsh Dismissal - Case Study Example

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The author of the paper titled the "Cabot Pharmaceuticals Company: Analysis and Recommendations about the Crisis Created by Bob Marsh Dismissal" explains how Cabot’s Sales Management System could be changed to prevent situations like Bob Marsh Affair…
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Cabot Pharmaceuticals Company: Analysis and Recommendations about the Crisis Created by Bob Marsh Dismissal
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Download file to see previous pages Secondly, the direct sales force consists of 500 individual detailers, targeting doctors, dentists, and hospital personnel. Generally, Cabot executives expect the direct sales force to make at least a hospital or doctor calls in a day. Apparently, the primary goal of initiating these calls is to schedule personal meetings with one of the physicians and to strengthen or nurture the relationship. The company’s executives value members of the direct sales force (detailers) than the team-based sales force. Sage Consultants, my sales and marketing consultancy firm, seeks to conduct a detailed analysis and recommend a comprehensive plan of action to the CPI President (Cespedes & John, 2009). The analysis and recommendations will not only focus on the crises at hand related to Bob Marsh but also constructively assess the company’s sales management system and policies so that CPI is best positioned for the future.

Bob Marsh had a successful 12-year career at Cabot Pharmaceuticals until he was eventually asked to resign. Bob faced frequent conflicts, especially with regard to providing exceptional services to his customer, and at the same time having to satisfy the management team. However, his termination from Cabot did not go down well with most of his dedicated customers (Cespedes & John, 2009). As a result, the vice president of sales at CPI was asked to conduct investigations to establish the rationale for the termination and make the ultimate decision to end the standoff. In general, the case attempts to address issues to do with aligning strategy and sales efforts, on-going performance management in the field selling, and evaluation criteria of performance (Cespedes & John, 2009). Bob’s case raises a number of issues especially in regard to aligning sales and strategy systems, the criteria for performance evaluation, and various performance management processes.

The constant changes in the district managers that Marsh reported could have been the primary issue with his performance. ...Download file to see next pages Read More
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