Spectrum Case. Management Case Study. Contemporary marketing

Spectrum Case
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Falconihas to prepare for the board of directors the revenue numbers and how they are broken-down. Hint: pages 324-325, 327. All your decisions will be made off these key pieces of information. What are the revenue numbers and how are they broken-down?
Given the markets the company is operating in, what is the best structure for the sales force?
A. In terms of reporting (Sales MGR), responsibilities and size of the sales force? How should it be structured? I would like to see a sales organization chart (use chapter 4 as a reference). In DECISION on page 330 use this as your guide. Answer the question that Falconi needs to address prior to meeting with the board of directors. Hint: In Chapter 4 figure’s 4.4, 4.9, 4.12 and exhibit 4.2 are something I would incorporate into your team write up.

1. Falconi has to prepare for the board of directors the revenue numbers and how they are broken-down. Hint: pages 324-325, 327. All your decisions will be made off these key pieces of information. What are the revenue numbers and how are they broken-down?
The major product categories are: consumer batteries and lighting, lawn and garden, specialty pet supplies, electric shaving and grooming and personal care. The largest share of the revenues was batteries and lighting, but it is the batteries which were the main product compared to the portable lighting and personal care accounted for 3% of the annualized revenues by product line (Ingram et al., 2015). Remington Brands a shaving and grooming products division reported revenue U.S.$350 million in 2003, while in 2004, United Industries /Nu­ Gro corporation which deal in lawn and garden care products reported sales of lawn and garden care products (Ingram et al., 2015). Under the specialty pet supplies, United Pet Group reported revenues of $ U.S. 250 million and Tetra Holdings, which mainly supplied fish and aquatic supplies, had been acquired by United Industries in 2004 (Ingram et al., 2015). In the same year, sales rep in the Nu-Gro Corporation division was able to generate $105 million sales volume in the Canadian market (Ingram et al., 2015).
2. Given the markets the company is operating in, what is the best structure for the sales force? A] In terms of reporting (Sales MGR), responsibilities and size of the sales force? How should it be structured? I would like to see a sales organization chart (use chapter 4 as a reference). In DECISION on page 330 use this as your guide. Answer the question that Falconi needs to address prior to meeting with the board of directors. Hint: In Chapter 4 figure’s 4.4, 4.9, 4.12 and exhibit 4.2 are something...