The national sales manager of Battlefield Furniture Group Mark Rhoads is trying to discipline three

errant executives and trying to understand and resolve their problems so as to minimise the impact
of these situations on the company.

Frank O’Brien

Frank has been one of the top performer in this industry for almost thirty years. However, Rhoads
feels that his territory has become far too large to be serviced by a single salesman. Frank belongs to
an era long past and has an old-school view on selling. Frank has not bought the management’s view
of selective retail partners. So Rhoads has to decide how to handle this old-school salesman who is
not willing to change his ways. Frank’s has the respect of his peers across the industry due to his
impressive record. However, he is head strong and his rigidity can cause serious problems in his
territory and the organization is not achieving its sales target because of such an attitude.

James Schmidt

When Schmidt was recruited he was touted as the next big thing in the organization. Yet, his lack
lustre performance is becoming a problem. Schmidt is not living up to his early potential. His
knowledge of the product line is superficial, his understanding of the market is also superficial,
doesn’t follow the necessary procedures and processes, his relationships with the dealers aren’t
strong. Does Rhoads let him go or does he see enough potential to persist with Schmidt and improve
his skills with adequate training and sensitizing him to cultural issues.

Paul Irons

Marital problems, a drinking habit and financial problems seem to be ruining a promising career.
Apart from his personal problems, Irons has been thoroughly unprofessional with his working and
reporting standards. Does Rhoads take a sympathetic approach to what is clearly a mid-life crisis or
does he put work above all else. Or can he find a middle ground.