6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study )
Sidney Greenburg was appointed the position of the
director of marketing for a small electronics component
manufacturer. The company had its revenues growing at the
rate of 20% each year and in 1982, they were at 30 million
level The president felt that the growth of the company
required serious planning efforts to determining strategies
product emphasis and new product development.
Mr. Greenburg realising the need to develop the
marketing plan developed a suggested format to obtain
inputs from his regional sales managers. The format to
obtain divided into two parts (a) territory brief for
established status of sales activities and (b) territory
plan asked for identification of key goals, strategy &
resources required to accomplish stated goals. Sales
forecast by products was requested for 3 plan Yrs.
Tom Rosenfield was the marketing manager for Europe
He was previously in the engineering department & was
assigned to Europe because of his technical& Foreign
language capabilities. He replied to Mr.Greenburg as
“While I will complete the forms on the country brief&
country plan promptly I have some conceptual problems with
them time& time again we have been requested for projected
figures I remember putting together a presentation for the
Executive Vice-President (VP) & Treasurer last year. Great
we educated those guys but what are the results of such
formality? The projections have not yielded specific
results, resources are used at a minimal level & we are not
generating needed sales.
So it is my contention that while goals projections&
forecasts provide immeasurable guidance for a company with
stable sales & developed product lines, for us a fledglings
(young) industry, they distract from the job at hand. My
plan has always been to hit the market- as hard I am able &
I believe this should hold true for all other regional
managers. We have large amounts of resources held up in
ineffective’ marketing planning efforts such as these need
to redirect these efforts to self rather than compile data.
We need more people beating the pavement (action) rater
than sitting on their desks developing plans& strategies
(contemplation) Sell, sell, sell. Get the backing as big as
possible. Planning is wasteful. Let us concentrate on
aggressive sales & optimize sales volume at any cost.
A. What has Mr.Greenburg not done to accomplish his
B. Is Mr.Rosenfield right in making his comments in
response to Mr. Greenburg’s request?
C. Is Mr. Rosenfleld performing his management
D. What would you do if you were Mr.Rosenfleld’s boss?
why do u select to do MBA in HR after doing B.Sc in physics?
What are some ways in which a company can reduce the need of inventories?
why do you want to do your mba only from this collage
wht in business do they think is importance of numbers
common question for merchandiser
Define objectives. Discuss characteristics of business
objectives, why should objectives be verfiable?
What are criteria of sound objectives. Can an objective be a
show that excise tax or sales
tax imposes a Higher welfare cost than a
lump- sum income tax of the same amount.
career path of MIS Manager (non IT)
A. Describe how outsourcing works. Why would a firm
want to outsource?
B. What is role of safety stock in an MRP system?
WHAT VISA YOU ARE APPLING FOR
Statament of purpose:why do i want to pursue the course that
i hve choosen?(150-300 words).
* i completed gratuation BBA but i passed 50% marks and i
will give bank exam its valiad for bank
what are the basic production planning problems?
A. What factor must be traded off by product
development before introducing a new product?
B. Explain the relationship between quality and
productivity under the lean philosophy.
B. Distinguish between pure and mixed strategies in
(b) Describe how to safeguard a system
through acquisition of an antivirus
Program and systematic backup.