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 
follows:

“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 
planning tasks?

B.	Is Mr.Rosenfield right in making his comments in 
response to Mr. Greenburg’s request?

C.	Is Mr. Rosenfleld performing his management 
function.

D.	What would you do if you were Mr.Rosenfleld’s boss?