The paper "Comparison of the Sales Cultures at Tickford Flexible Products and Samuel Jones Ltd" is a good example of a marketing case study. Sales and distribution management is one of the important and core functions in any particular organization. It is a key determinant of the success of the organization, in terms of sales of goods and services. Sales refer to the exchange of goods and services with the money of goods of equivalent value. It helps the organization in achieving its business goals and objectives. Distribution management on the other hand, as defined by Pelham (2015) implies overseeing the movement of goods and services from the manufacturers or suppliers to the intended point of sales.
Rexhausen et al. (2012) further specified that it is an over searching activity, which is composed of various activities and activities, which ranges from product packaging, inventory management, products warehousing as well as the supply chain and logistics. Therefore, the sales and distribution manager ought to be vigilant in the management of all these activities, so as to contributes significantly to the success of the organization, in terms of growth, profit realization and the general development.
They have to ensure the motivation of their staff so that they can work towards the achievement of the goals of the organization. In relation to this, the present paper presents a comprehensive analysis of the Romano Pitesti case study. The case study involves a company named Tickton-Jones Ltd, which was formed when Tickton Flexible Product Ltd acquired another company named Samuel Jones Ltd. The two companies operated in different industries, which brought issues in their integration. In the analysis, the paper compares the sales culture of the two companies before the acquisition and the performance of the same after the acquisition.
The paper will also examine the conversation between David Courtney, who was the sales manager under the consumer products and the Romano Pitesti, who was the sales representative. Lastly, the paper presents a comprehensive action plan for addressing the issues which are identified in the company. Sales culture, as defined by McNeill et al. , (2014) refers to the overall behavior and the manner in which sales staff and representative conduct their activities.
The sales culture determines the overall performance of the sales department and the overall company, in terms of the number of sales produced by the company and the perspective of future growth. Every organization should, therefore, work toward having an effective sales culture, which is established through various aspects such as proper aligning of the goals, missions and the values of t6he organization. Rodrigues, (2014) indicated that before the performance of any buyout or acquisition, is very significant to consider the incompatibility of the different cultures of the firms involved.
The effectiveness in the compatibility of these cultures determines the success of the resultant new firm. One of them, which needs a comprehensive analysis before the merger is the sales culture. Further, inferring from Sala, Ballesteros, Dendrinos, Di Franco, Ferretti, Fole & Zabala (2012), it is significant to consider the compatibility of their sales structure. In this case, there was a buyout of Samuel Jones Ltd by the Tickford Flexible Products. From their close analysis, it is clear that the two companies had completely different sales culture as well as sales cultures.
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