Hausser Food Products Company Сase Study

Summary Due to demographical changes and competition growth Hausser Food Products Company (a lead infant food producer and marketer with a 60% market sh ar) is currently facing a decrease in sales growth and remuneration together with unused capacities of its plant and w arehouse. Hired by HFP researcher finds out from their regional Sales Manager, Brenda Cooper, about the difficulties of motivating her team to come up with forward-looking ideas of selling to increase the sales.Reasons1. HFP target planning doesnt involve people from the field while they are the ones who know the local markets, what is realistic, what their capabilities of selling are whereas they are the ones to finally meet the targets.2. Rewarding scheme is not adjusted to the constantly changing market and working environment. Neither does it motivate employees to achieve higher targets decide year after year nor does it encourage them to share their creative ideas on selling methods and new market opportuniti es.3. HFP management puts too much pressure on paperwork. Such bureaucracy limits the time sales people spend on selling activities.4. The company seems to have a fixed boundary between the elapse managers and regular sales forces. It is divided into us and them. Sales forces dont understand that achieving a general goal is to their own benefit too they are only focused on their personal goal which is receiving yearly bonus.5. Sales meetings are held without Regional Sales Managers such as Brenda Cooper. How to resolve the problem1. partition Managers should be involved in drawing up sales plans together with Regional Sales Managers who should be then communicating those goals to the Sales and Market plan Directors.2. Changes of rewarding system should be made so that extra sales are rewarded more i.e. not only bonus should be increased alone also base salary should be revised. Moreover, creative or innovative ideas of regular employees should be recognized and prized according ly to companys increase in profit so that sales forces dont get the impression of being used tothe companys general benefit.3. Limit the paperwork by involving Regional Sales Manager in sales team meetings which would naturally keep them updated without the necessity of producing numerous papers and reports by sales people.4. Introduce team soldering activities, social events which would be attended all kinds of levels of employees directors, managers and sales people. This would on one hand result in informationexchange crucial to the directors and on the separate hand in building-up of sense of belonging to the company as a whole and understanding the role of an individual in a company.