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CASE -1 Q1. Was the suspension fair? Ans : Yes, I think the suspension was fair.

Over a period of time, Joan was warned several times about her excessive absenteeism, both verbally and in writing, but she did almost nothing about resolving the problem. Joan hasn't shown an inclination to look for alternate solutions and she just expects Market to put up with her excessive absenteeism, and the loss in productivity that comes with it. Q2. Did Joan act responsibly? Ans : No, I don't think Joan acted responsibly. In spite of receiving verbal and written warnings numerous times, Joan just did not put in efforts to make a backup plan for her baby's care. Joan acted irresponsibly by not finding an alternate babysitter or daycare center. Added to this, Joan did not even try to swap shifts with a co-worker . .Q3. Should she be fired? Ans : Not yet. I think Joan should be given another opportunity after her 15-day suspension period.Joan can use this time to make up a good plan for her baby's care, probably by making an arrangementwith an alternate babysitter who can stepin when the regular babysitter is unavailable, or byconsidering a regular, nearby day care center.

CASE-2 Q1. Should you tell your customers? Ans : NO

Q2. Should you discount the price? Ans: Only if I purchased the product at discounted price. It would be nice to have a simple answer for this question, but the answer is in the way youmarket your products or services and the manner in which you price them. Here are a couple of examples why you should or shouldnt discount your prices: 1) If you provide a service with a marketing approach which states you provide the best service, at the best price then you have already answered your question. You cannot lower your price. To do so would be going back on the claim you have made in your advertising; best service at the best price and because of this, the price you provided up front was not the best price and your company will lose credibility with your prospects. Stand firm on your pricing if you have provided your prospects with reasons, other than price, to buy. Tell your prospects how you provide the best service BEFORE you start talking price; otherwise youll have to support your price by chasing them with your good service presentation. Once this has happened, they may become so fixated on the dollars that you wont be able to sell them without lowering your price first. Many pricing challenges are created by the cause and effect circumstances described above. Now, if youre marketing approach states you have the lowest prices in town youll have to read example 2. 2) Many people are in industries where prospects expect the price to be a variable in the transaction. Businesses such as landscaping, house cleaning, window cleaning, car sales, recreational vehicles, and furniture or computer services typically use price as a sales tool. If you are in a business where people often negotiate pricing, you not only have prepare yourself to handle pricing objections, but right away you must plant a seed earlier on in your prospects mind that discounting prices further is not an option. This can be accomplished both verbal and through the use of marketing. By using phrases such as competitive pricing or truckload sale and even exceptional spring/summer/fall pricing in alliance with your marketing strategies, these special phrases are communicating to your

customers that prices have been discounted and those discounts will be reflected in the pricing provided. 3) Prospects will ask you for a price reduction and if it is customary in your industry to provide one, you need to have a good reason behind your actions. For example: We dont normally reduce our prices, but if you think you may have a friend or business associate interested in our product/service, we are willing to provide you with a referral discount for referring those people to our company. Do you think you may know someone who would also be interested in our product/service? Essentially you are providing the referral discount now in anticipation of the referral they will send you down the road. Keeping in mind the referral may or may not come but getting a commitment from your prospect to send you one for the discount sure helps! 4) You may want to consider a discount when customers buy more than one product or service from you. If you make multiple purchase discounts a part of your marketing or pricing practice, make sure you have enough margin in at least one of the products or services you are discounting to still make a profit! Click on this link to see an example of a pricing practice that allows discounts for buying multiple products or services Multi item discount pricing example. We dont believe you should discount your prices unless you have a good business reason for doing so and that you can explain that business reason to your prospective customer. Remember, youre in business to make a profit!

Q3. Should you tell your employees, so they will be knowledgeable with the customers? Ans: No, Empower Your StaffEmpower your employees to make decisions and give them the freedom and resources they need to provide outstanding service. If employees are properly educated about whats important to the organization, they will be able to make good decisions that are consistent with your brand strategy. For Bob Farrell, founder of Farrells Ice Cream Parlor and Restaurant, this lesson was hit home by a customers pickle complaint. It seems this customer was a regular of Farrells, coming for lunch at least twice a week. He asked for and

always received an extra pickle slice with his lunch. Then one day, a new waitress refused the customer his pickle. Even after conferring with the manager, the waitress offered to sell him a side of pickles for a $1.25 or one pickle slice for a nickel. Thankfully, the customer wrote a letter, and Farrell was able to rectify the situation. But from then on, the pickle incident became his rallying cry for customer service. Give em the pickle has developed into a complete customer service training program with one main message: Keep customers happy. You do that by giving out pickles providing special service or extras whenever possible.2 Farrells waitress clearly didnt feel empowered to give away anythingeven something as insignificant as a pickle. Let your staff know if its okay to give out extras from time to time. Some companies even provide employees with a discretionary budget they can use on a patrons behalf. Sometimes employees may use the budget to satisfy a disgruntled customer. Other times, they can dip into it to provide that special extra experience. At a hotel, that might mean an employee runs out to buy the Wall Street Journal if they find out it is a guests preferred morning reading. At a coffee shop, maybe its simply the latitude to brew a certain flavor for a Monday morning regular. a certain task. In a retail store, for example, you may want staff to stop stocking shelves when a customer asks about a product location, so they can escort them to the proper aisle. Or, you may need to free up some staff time so employees have the opportunity to breathe and be solicitous. At one hotel, a maintenance staffer used his extra time to wash customer car windows in the parking lot. Finally, ask your employees what they need to be better brand stewards. Maybe your receptionist needs a headset so he can call up names in the database quicker without cradling the handset between his ear and shoulder. Or maybe he needs an extra phone by the copy machine, so he can answer

it faster while running administrative errands. Perhaps your grocery store clerk will recommend a service initiative to assist handicapped shoppers. And maybe your shipping department will suggest handwritten packed by thank you notes in every box. Let your staff have fun with it. Encourage their ongoing creativity and remind your employees to be brand stewards throughout .

Q4. Would you use this cement on foundations for your own house? Ans: Yes, as it is still above industry standards and meets all requirements for which it is intended

CASE-2 Q1. Should you tell your customers? Ans : No Q2. Should you discount the price? Ans : Only if I have purchased the product at a discounted rate .Q3. Should you tell your employees, so they will be knowledgeable with the customers? Ans : No Q4. Would you use this cement on foundations for your own house? Ans : Yes, as it is still well above all industry standards and meets all building codes and requirementsfor the purposes for which it is intended.

CASE-3 Q1. Should Fred be reinstated? Ans : Yes, Fred should be given another chance. Everybody needs to be given a second chance, and Ithink Fred should should be given one, especially since he had gone through a rehabilitation problemand his treatment counselor's letter said that Fred's prognosis indicated a clean and sober lifestyle.Having said that, if Fred repeats hispoor attendance and job performa nce issues, he should be peranently relieved of his duties without any scope for reinstation in the future.

Q2. Was the company fair to Fred in helping him receive treatment? Ans : Yes, I think the company was more than fair to Fred in helping him receivetreatment. Q3. Did the personnel director behave ethically toward Fred? Ans : In fact, I thought the personnel director went out of his way and helped Fred receive treatment.The personnel director behaved very ethically toward Fred by approving his unemployment insurancec l a i m, w h i c h a l l o w e d hi m t o co n ti nu e r e cei v i ng i ns ur a n c e b en ef i ts ev e n a f t er g et ti ng f o r m a l l y discharged from his duties.Q4. Did he act ethically for his company? Ans : While I think that the personnel director behaved very ethically toward Fred, I still think he actedunethically toward the company by approving Fred's unemployment insurance claim. The personneld i r e c to r ' s a ct w a s u n e th i ca l to w a r d t he c o mp a ny , e s p e ci a l l y w he n y o u co ns i d er th e f a c t t ha t t he company did not have any employee assistance program in place and that Fred did not inform thecompany about his drug problem earlier. Q5. Would it be fair to other employees to reinstate Fred?Ans : I don't think Fred should be given any special consideration, or be treated by Sam's Saunas in adifferent way when compared to the way it treats other employees. Sam's Saunas should treat Fred inthe same way as it would treat any other employee who has supposedly recovere from a medical p r o bl e m. If F r e d r e p ea ts h i s po o r a tt e n da n ce a nd j o b p e r f o r m a n c e i s s u es , S a m' s S a u na s s h o ul d permanently relieve Fred of his duties without any scope for reinstation in the future. In this sense, Ithink it is fair to other employees because Fred would the not be given any extra benefits, and in factwould be constantly monitored on progress, and dealt with more strictly considering his work history.

CASE-4 (20 Marks) Q1. The question is, who is responsible? Ans : Mr. Mudd had never taken charge of the ship before, and it is now clear that he misread themaps, misjudged the waters, maintained a speed that was inappropriate and the accident occurred . Q2. Against whom should criminal charges be leveled? Ans : Mr. Mudd and Solsh both were responsible for the accident .Q3. What should be done, if anything, to punish the corporation itself? Ans : What I am suggesting is holding the person accountable .Not fining the corporation. Punishingthe corporation ,really only means punishing the shareholders ,most of whom know nothing about the problem Q4. What about the CEO? Ans : That seems more fair locking up the CEO. but in any case will require many millions of dollarsfor even the most minimal clean-up. THE CEO
SHOULD BE ASKED TO RESIGN.