Abstract

The article analyzes the marketing strategy of a company, which markets a specialty product to civic organizations through personal contacts, in overcoming the decline in sales growth attributed to inadequate human performance. Management had focused its attention on more effective means of selecting and training sales personnel. A matrix of intercorrelations among sales performance measures was calculated and examined in order to gain some insight into general patterns of sales performance. The company implemented the quota system, which rewarded the development of new business, yet salesmen were instructed to direct their first effort toward old business.