As expert manager, design a motivation plan for sales staff

Principles and Practice of Management


As an expert manager, design a motivation plan for sales staff


Case Studies

CASE STUDY (20 Marks)

Mr Sudhanshu, Sales Head of Max Corp has inducted young sales men with MBAs, It has paid off well as sales of all regions are steadily increasing. The new Sales guys are happy as they are getting good commission. However a few old sales staff who have been working with the Company for 25 years are not keeping pace and lagging behind. Their age is around 55 years. They have been loyal with company. It is creating a rift amongst the sales team as new vs old. Mr Sudhanshu is in a dilemma how to resolve this. He

is well aware of the contributions done by his old loyal sales men. He would like to motivate them but don’t know how these people on the verge of retirement will respond.

Answer the following question.

Q1. As an expert manager, design a motivation plan for sales staff.

Q2. Should Mr Sudhanshu offer a VRS to the old salesmen ? What retirement benefits you will suggest?

CASE STUDY (20 Marks)

The case chronicles the 200 year old legacy of the family business of the Rothschild Family. Started by Mayer Amschel Rothschild in 1790, in Frankfurt, the banking business of the family ruled Europe for centuries (dominated financially). The 5 sons of Mayer strategically placed in different financial centers of Europe took advantage of International events, thus creating their initial wealth. The case focuses on the reasons for the success and failure of family business at different times. It explores the concepts of family values, Succession Planning, inheritance planning, growing entrepreneurs within the family, controlling ownership of business, and adapting to changing times. Mayer was born in 1744 in a ghetto of Frankfurt known as the Frankfurter Judengasse, which was home to the largest Jewish community in Germany. After losing his parents at the tender age of twelve, Mayer struggled to make his way up to become a court Jew . He joined the banking firm of his father’s colleague, Jacob Wolf Oppenheimer, and later established himself as a rare coin trader. His clients included the prince of HesseKassel.

The good connections that Mayer developed during this period earned him the title of court agent. By 1780, Mayer had become a wellknown trader of coins, medals, and antiques in Frankfurt . He made enough money to buy a new house in 1787. The growing circle of suppliers and customers in his existing business gave him the impetus to move into the banking business by the early 1790s. Over the next few years, Mayer’s banking

business achieved remarkable growth and, by 1797, he was counted among the richest Jews in Frankfurt. Mayer had 5 sons and 5 daughters. By the end of the 18th century, his banking business had become too big for him to control alone. One of the major reasons for the success of the Rothschild family was the individual success of the five sons of Mayer. According to Amschel, Nathan acted like the commanding general in London, and the four brothers were like his soldiers and everyone played a very important role

in taking the family’s business forward. However, the individual success of the descendants was not under the control of any single person as the family got bigger from the third generation onward and the businesses grew more independent. To make every business of the family a success in the future would be tough without coordination of all the other family members. Every crisis in Europe opened up new opportunities for the Rothschild family; rather, they utilized the conditions to their benefit. When the ghetto of Frankfurt was bombed by the French army in 1796, it reduced the restrictions placed upon Jews in Germany. As a result, Mayer’s business flourished and his newly started banking business received a boost.. After the battle of Waterloo, Nathan and his brothers

3/14/2017                                                  Aeren Foundation                                          2/2

concentrated on expanding the business and increasing the wealth of the family primarily by giving loans to governments. The London House with the help of Paris, Frankfurt, Naples, and Vienna, between the years 1815 and 1859, issued a total of 50 loans worth 250 million sterling pounds, mainly to governments which were in need . The Rothschild family banks altogether became the most powerful bank in financial history and dominated bond issues. According to some industry experts, the principal contribution of the Rothschild family to nineteenth century capitalism was the development of the bond market. The early days of the 19th century saw the introduction of the taxation system and the Rothschild’s style of operating with a single commercial account couldn’t sustain itself. The different Houses continued with their separate businesses independently. The failure of the Rothschild’s Austrian bank in the 1930s, the Nazis seizing the family’s property in Austria, and the nationalization of the French Bank in the 1980s showed a breakdown in the power and control the Rothschild family had enjoyed for nearly 200 years…

Answer the following question.

Q1. Comment on the success of the family business of Rothschilds and their strategic moves.

Q2. Explain how the family beliefs, culture, and faith in religion played an important role in decision • making of the owners.

CASE STUDY (20 Marks)

Tom (who works for Blocks Ltd.), and Deirdre, (who works for Fones Ltd.), are employed as production managers. Last night, both of them attended a staff development meeting organized by a Production Management Institute (a professional body), of which they are members. During the teabreak, Tom and Deirdre discussed the various leadership styles that they were following in their respective organizations. Tom told Deirdre that he had a friendly personality and was optimistic that he will get on well with the workers in the factory. He went on to say that a total of fifty workers are employed, with 40 of them having been employed with the business for over 20 years. The others, mostly unskilled, tend to be younger workers who stay for a year or so and then move on, since Tom thinks that they are harder to motivate. Tom is aware that new Health & Safety regulations are due to be implemented and this will require discipline in the workforce. He is thinking of adopting a more autocratic leadership style. Deirdre told Tom that she was newly appointed to the role, and was relatively inexperienced. She pointed out that she manages a team of forty workers, grouped into project teams with highly skilled and experienced staff in each team. Deirdre mentioned that her predecessor was unpopular with the workforce since he adopted an autocratic style of leadership. At one stage, the Labor Relations Agency were asked to mediate in a dispute regarding management/employee relations. In view of this, she had been thinking of adopting a democratic leadership style.

Answer the following question.

Q1. Explain the key functions of management within organizations such as Blocks Limited and Fones Limited.

Q2. Discuss whether or not Tom and Deirdre should adopt their proposed new leadership styles within their respective organizations.

CASE STUDY (20 Marks)

The case discusses the entrepreneurial venture of Sarvesh Shashi (Sarvesh). Sarvesh underwent a yoga course which transformed his thinking and perception of life. When the course was followed by a stringent phase of penance under the guidance of a shaman, Sarvesh gained immaculate clarity of what goals he should pursue in his life. With this motivation, he founded Zorba the Renaissance Studio — which gained quick acceptance from the people. In January 2016, Sarvesh Shashi (Sarvesh), a yoga practitioner and the CEO of Zorba A Renaissance Studio (Zorba), sealed a Memorandum of Understanding (MoU) with India’s largest health and fitness chain – Talwalkars Better Value Fitness Ltd (Talwalkars). As a part of the MoU, Talwalkars acquired a 50% stake in Zorba. Sarvesh and Talwalkars looked to expanding their joint presence in India and beyond by 2020 to make the most out of the fastgrowing US$3.2 trillion global yoga and wellness industry. By May 2016, Talwalkars, in association with Zorba, launched 33 studios across 25 cities in India and had further plans to roll out 100120 studios in the next 5 years across India and overseas. Sarvesh’s primary motive was to spread happiness to people through the medium of yoga and meditation. He designed several courses that addressed the various issues and challenges people faced, ranging from depression and diabetes to cancer. Sarvesh did face some teething troubles, but his efforts soon yielded results. His studio received a proposal from India’s biggest fitness chain — Talwalkars. Talwalkars acquired a 50% stake in Zorba Renaissance Studio. Along with Zorba, it had ambitious plans to open more than 100 studios across the country to make the most of the increasing popularity of and following for yoga. The case discusses the efforts of Sarvesh as an entrepreneur through ideation, implementation, and growth of his venture.

As an expert manager, design a motivation plan for sales staff

Answer the following question.

Q1. Explain Entrepreneurship and Entrepreneurial initiative.

Q2. Give an overview of the health and wellness sector in India

Q3. Analyze the beginning, development, and growth of an entrepreneurial initiative in the health and wellness sector.

Q4. Discuss the Sarvesh’s primary motive.

As an expert manager, design a motivation plan for sales staff


Assignment Solutions, Case study Answer sheets

Project Report and Thesis – Contact

ARAVIND – 09901366442 – 09902787224