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Maureen Frye wants to change the call patterns of salespeople responsible for selling extruded titanium alloy products at Quaker Steel. If she is able to successfully implement her plan, she would then like to extrapolate this process to other sales functions at Quaker. Frye's initial attempts to change the call patterns yielded negligible results; she has currently been tasked by senior management to develop a successful implementation strategy. Management has afforded Frye the latitude to propose radical changes to Quaker's organizational philosophy to help achieve her targets. Frye believes that a 20% reduction in Class 6 accounts can yield an increase in sales revenues exceeding 30% annually.
The primary problem facing Frye is lack of incentive for salespeople to adopt her plan. Salespeople are paid on a straight salary basis; incentives were typically not afforded for performance metrics. Though a modest cash bonus system exists for performance, one district sales......

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Approximate Word Count: 1994
Approximate Pages: 8 (250 words per double-spaced page)

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