I.M.A.G.E International
Case Study Questions
Sales Management
Hobart Reynolds, a sales director of I.M.A.G.E United States, a manufacturer of office
copiers based in Paris, France, was in his New York City office where he was
defending
not only the dollar expenditures of certain line items in his budget but the presence
of
the line items themselves as we as some of his policies. It was September 2000, and
Marie-Christine Berthelin, assistant budget director of I.M.A.G.E International, was
working with Reynold to draw up the 2001 U.S. sales budget.
This case is designed to further understanding of and familiarity with nonfinancial
incentives.
Please answer the following:
1. As a sales manager, what aspects of the Reynolds3ales program at I.M.A.G.E.
U.S. can you appreciate? Explain why?
? Consider at least six of the following:
? Organizational design
? Deployment
? Selection
? Training
? Formal controls
? Quotas
? Motivating employees
? Sales contests
? Performance appraisal
? Field supervision
? Fringe benefits
? Compensation
? Conventions
2. On what aspects do you agree with Berthelin/Blanc in their (explicit and implicit)
critique of the sales program?
Format
I.M.A.G.E International
Case Study Questions
Sales Management
Hobart Reynolds, a sales director of I.M.A.G.E United States, a manufacturer of office
copiers based in Paris, France, was in his New York City office where he was defending
not only the dollar expenditures of certain line items in his budget but the presence of the
line items themselves as we as some of his policies. It was September 2000, and MarieChristine Berthelin, assistant budget director of I.M.A.G.E International, was working
with Reynold to draw up the 2001 U.S. sales budget.
This case is designed to further understanding of and familiarity with nonfinancial
incentives.
Please answer the following:
1. As a sales manager, what aspects of the Reynolds3ales program at I.M.A.G.E. U.S.
can you appreciate? Explain why?
ƒonsider at least six of the following:
o Organizational design
o Deployment
o Selection
o Training
o Formal controls
o Quotas
o Motivating employees
o Sales contests
o Performance appraisal
o Field supervision
o Fringe benefits
o Compensation
o Conventions
2. On what aspects do you agree with Berthelin/Blanc in their (explicit and implicit)
critique of the sales program?
3. Why does Mr. Reynolds sales program work?
4. What are the weaknesses to Mr. Reynoldsàsystem?
5. Why don more organizations treat their sales forces like Mr. Reynolds?
6. How much extra effort is Reynolds getting for the non-financial incentives compared
to the $63,000 (commission plus bonus) for the financial incentives?

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