Human relations Essay Example | Topics and Well Written Essays - 2750 words

Human relations - Essay Example A strike (or mechanical activity not exactly a full stoppage of work) will be in penetrate of the agreement of work for two reasons. Initially, the striker is neglecting to play out the authoritative commitments to work and to comply with legitimate guidelines. Besides, by looking to 2 reason disturbance to the employer’s business, the striker is breaking the â€Å"implied term to serve the business reliably inside the prerequisites of the contract†.It is to be noticed that the making of strike move is a penetrate of the employee’s agreement of work, even where all the commitments forced on the worker's guilds by Part V of The Trade Union and Labor Relations (solidification) Act 1992 have been satisfied. Not exclusively is a strike in break of the worker’s agreement of business, we find that the penetrate is extensive as we find in Secretary of State v. Aslef ICR 19, the inescapable break of the obligation of dedicated administrations, that basically all d ifferent types of mechanical activity will penetrate the agreement of business, or declining to carryout a few perspectives just of legally binding obligations. For example, in work log jams. Further in Miles v. Wakefield MDC [1989] ICR 368 at 389, Lord Templeman states: â€Å"Any type of modern activity by a laborer is a penetrate of agreement which entitles a business at custom-based law to excuse the specialist. Likewise we find in Wiluszynski v. Tower Hamlets IBC [1989] IRLR 259, that in case of a mechanical activity, the business can likewise decline to pay compensation. Further in NCB v. Cookroom WLR 16, we find in case of mechanical activity the business can sue for harms. ... (Gibson LJ) It is to be noticed that the making of strike move is a break of the representative's agreement of business, even where all the commitments forced on the worker's guilds by Part V of The Trade Union and Labor Relations (combination) Act 1992 have beenfulfilled. Not exclusively is a strike in penetrate of the laborer's agreement of work, we find that the break is expansive as we find in Secretary of State v. Aslef (N0.2) [1979] ICR 19, the unavoidable penetrate of the obligation of loyal administrations, that for all intents and purposes every single other type of mechanical activity will penetrate the agreement of work, or declining to carryout a few perspectives just of legally binding obligations. For example, in work log jams. Further in Miles v. Wakefield MDC [1989] ICR 368 at 389, Lord Templeman states: Any type of mechanical activity by a laborer is a penetrate of agreement which entitles a business at customary law to excuse the specialist. Likewise we find in Wiluszynski v. Tower Hamlets IBC [1989] IRLR 259, that in case of a modern activity, the business can likewise decline to pay compensation. Further in NCB v. Kitchen [1958] WLR 16, we find in case of modern activity the boss can sue for damages.Under current law in the UK, acknowledgment involves actuality and not a legitimate status. There is no legitimate methods by which the specialist or the association can propel the business to agree, and, specifically, no privilege with respect to the specialist or the association to constrain the business to submit to intervention. The business can look for crisis interlocutory alleviation. This system doesn't

Compare and Contrast Muslim Empires Free Essays

Somewhere in the range of 1450 and 1750, three extraordinary Muslim domains aroseâ€the Ottomans, the Safavids, and the Mughals. The Ottomans emerged after the Seljuk Turkic realm of Rum in Eastern Anatolia crumbled, which happened in light of a Mongol intrusion in 1243. The territory fell into a disordered period after that in light of the fact that the Mongols didn't legitimately administer it. We will compose a custom article test on Look into: Muslim Empires or on the other hand any comparable point just for you Request Now Looking for wealth, Turkic people groups, including the Ottomans who overwhelmed the rest, overflowed into the territory. By the 1350s, the Ottomans were progressing from their Asia Minor fortifications. Under Mehmed I, they vanquished an enormous piece of the Balkans, and, in 1453, they caught Constantinople of the Byzantine Empire under Mehmed II, â€Å"The Conqueror,† in this way setting up a realm from the Balkans that included the vast majority of the Arab world. Like the Ottomans, the Safavids emerged from battles of adversary Turkish clans. In the fourteenth century, there were many years of wild battles, until, at long last, after three progressive Safavid pioneers passed on, a Sufi administrator named Isma’il endure. He and his devotees vanquished the city of Tabriz in 1501, just as the greater part of Persia in the following decade. They at that point drove the Ozbegs, neighboring itinerant Turks, back to Central Asia and progressed to Iraq. Finally, the Mughal Dynasty was established by Babur, who dropped from Turkic warriors. He previously drove an intrusion of India in 1526 and vanquished the Indus and Ganges fields. After Babur passed on of a disease, his child, Humayan, succeeded him and was assaulted from foes of all sides due to Babur’s demise. He was ousted from India in 1540, however in the long run reestablished Mughal rule by 1556. Humayan’s child, Akbar, would later succeed him and become the best ruler in Mughal history. The Ottomans, Safavids and Mughals built huge domains, yet each embraced various methods of treating their vanquished individuals and created assorted strategies for overseeing social, political, and monetary frameworks. So as to advance the extension of their realm, the Ottomans embraced numerous practices to incorporate non-Muslims in the military. From the outset, the Ottomans’ first concern was to gather tribute from their vanquished individuals. This previously occurred in 1243 when the realm of Rum was won. Be that as it may, in the fifteenth century, the Ottoman Empire’s majestic armed forces turned out to be progressively overwhelmed by infantry divisions made up of troops called Janissaries. The vast majority of these Janissaries had been coercively enrolled as youthful young men in vanquished regions, for example, the Balkans, where the greater part of the populace was comprised of Christians. At times the boys’ guardians eagerly surrendered their children to the Ottoman scouts in light of the open doors for headway that accompanied support of the Ottoman kings. Furthermore, in spite of the fact that they were legitimately slaves, they were accomplished and changed over to Islam. Some of them even proceeded to serve in the royal residence or organization, however most became Janissaries. These Janissaries, nonetheless, later increased political impact. Trade inside the domain was in the hands of Christian and Jewish dealers, who as dhimmis, or â€Å"people of the book,† were under the security of the Ottoman rulers. The Safavids embraced the Shi’a variation of Islam dissimilar to the Ottomans, who upheld the Sunni variation of Islam. These two variations detested one another, and their disdain appeared during the clash of Chaldiran on August 1514 in northwest Persia. Be that as it may, the Safavids were effectively slaughtered as a result of the Ottomans’ propelled fighting innovation. Under Abbas the Great, the Safavid Empire flourished with toleration for caught and vanquished individuals. For instance, caught Russian adolescents were instructed and changed over, and they shaped the foundation of the Safavid’s military powers. They hoarded guns that had gotten progressively unmistakable in Safavid armed forces. Likewise, a few Russians were conceded common governorships and high workplaces at court. Despite the fact that the Safavids endured the Russians, they were not as kind to different occupants of present-day Iran. For instance, Sunni Muslims, Christians, Jews, Zoroastrians, and supporters of Sufi evangelists, were totally forced into changing over to Shi’ism. Perhaps the best ruler in all of history was the child and replacement of Humayan, Akbar the Great. The Mughals, under Akbar, built up the most illuminated social, political, and financial strategies for treating their vanquished individuals. He not just broadened the Mughal Empire with triumphs all through north and focal India, yet in addition made the Mughal Dynasty manageable as a result of his social and authoritative approaches. He sought after an arrangement of compromise and collaboration with the Hindu rulers and in general populace of his domain. For instance, he empowered intermarriage between the Mughal privileged and groups of the Hindu Rajput rulers. What's more, Akbar canceled jizya, which was a head charge on Hindus. He additionally permitted Hindus to be elevated to high positions in the administration. Further, Akbar finished the longstanding prohibition on the development of new Hindu sanctuaries, and he requested Muslims to regard bovines on the grounds that the Hindus saw them as sacrosanct. He even created another confidence called Clamor I-Ilahi, which mixed components of the numerous religions with which he was recognizable. He accepted this would join his Hindu and Muslim subjects, however it fizzled. Like the Ottomans’ assortment of tribute, Akbar left a few zones of his realm alone insofar as they swore loyalty to Mughal rulers and paid their expenses on schedule. Be that as it may, these regions were just taken off alone in view of a deficiency of executives. The Ottoman, Safavid, and Mughal Dynasties each treated their vanquished individuals and non-Muslims diversely through political, financial and social methods. Akbar the Great and the Mughals had the most edified methodology on the best way to treat these individuals, for example, empowering intermarriage, abrogating the jizya, and closure the restriction on the structure of new Hindu sanctuaries. This methodology eventually prompted more noteworthy accomplishment for the domain in general. Interestingly, the practices used by the Ottomans and Safavids brought about increasingly discontent for the vanquished individuals and non-Muslims. In general, these three domains over a multi year range vanquished a huge number of individuals and needed to create authoritative practices and approaches. These strategies significantly affected their prosperity. The most effective method to refer to Compare and Contrast: Muslim Empires, Papers

Hello, Seattle

Hello, Seattle Im spending the summer in Seattle, interning at Amazon, and Ive decided Im in love with this place. A few thoughts about Seattle after my first week here. People are in general really nice and the food, so far, has been delicious. The weather is basically perfect, hovering in the mid-sixties and seventies most of the time with gentle sea breezes. Its like San Francisco, but not as coldnot to mention more hipster and generally friendly. The city as a whole (as well as the Amazon campus) is very dog-friendly; you can hardly walk a block without seeing a dog. The entire city also looks like its being continuously remodeled, since theres tons of construction going on and the buildings all look fairly new. Since I could probably talk for far too long about how great Seattle is, here are some pictures from my first day here instead:       Seattles so friendly, even the buses smile at you.         Seattle graffitti is just as friendly, and the drugstores are the cleanest Ive ever seen (this is Bartell Drugs, a locally-owned drugstore).       Seattle has many tall things, from buildings under construction to a Ferris wheel on the pier. This is the view on the top-floor reading room in the amazing  Seattle Central Library.     As mentioned before: Seattle is very hilly. Stay tuned for more newsthis is going to be an exciting summer :) Seattle smiles, Allan

Different Theories About Learning Styles Essay - 2112 Words

Introduction Learning style is an individual s unique approach to learning based on strengths, weaknesses, and, preferences. Learning styles explains the concept that every person learns differently. Assessments of learning style typically ask individuals to evaluate what sort of information presentation they prefer, and, what kind of mental activity they find most engaging, and, attractive for them. Theories about learning styles agree that all people can be classified according to their style of learning. In this paper different theories about learning styles are reviewed briefly. At the end, Gendlin experiential theory is reviewed in detail. Learning styles VARK There is a model that use to classify some of the most common ways of individuals learning styles. The name of this model is VARK. New Zealand teacher Neil D. Fleming was inventor of VARK which stands for Visual, Auditory, Reading/Writing, and, Kinesthetic learning styles. Visual learners. They prefer images, maps, and, graphics. They tend to observe things, and, pictures in order to improve their level of knowledge. They understand written instructions better than oral. Once they know the spelling of a word, they can look for it easily in the dictionary. Visual learners can be distracted by noise. They need a quiet environment to concentrate. Mind maps, highlighting, lists, and, notesShow MoreRelatedMultiple Intelligence And Learning Styles981 Words   |  4 PagesMultiple Intelligence and Learning Styles In a classroom, all students are unique in various different ways. They may be different through gender, race, socio-economic status, and so forth. They may also be different in how they learn information and how they think about information. Multiple Intelligence Theory was first introduced by Howard Gardner. Gardner believed that there are eight types of intelligence that people possess. 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For instance, â€Å"the theory of multiple intelligences says that individuals are born with the innate capacity to succeed in a particular domain, and education should help to identify and develop students innate capacities† (The Difference Between Multiple Intelligences and Learning Styles, 2014). Thus, learning styles are nurtured by when children are introduced to education. The intelligence quotientRead MoreExplore the different learning theories and learning styles Essay865 Words   |  4 PagesTrident University Explore the different learning theories and learning styles TUX101- The Trident University Experience 17 February 2013 Introduction For this case study assignment, I will be writing about what Visual, Aural, Read/write, and Kinesthetic (VARK) learning style or styles I have and how it relates to two different learning theories. I will also be discussing how my identified VARK learning style or styles will affect my online educational pursuit. Read MoreA Number Of Learning Style Theories Exist1034 Words   |  5 PagesA number of learning style theories exist. Learning style theorists according to Csapo and Hayen (2006) have identified specific characteristics of learning and have organized these characteristics into specific â€Å"classifications† of learners. Learning styles are individual differences in learning and an individual’s learning style â€Å"is the way he or she concentrates on, processes, internalizes, and remembers new and difficult academic information or skills. According to Gà ¼lbahar and Alper (2011) learningRead MoreLearning Styles Literary Review1726 Words   |  7 PagesTheories and Principles of Learning (TPPL) Assignment Part A – Literature review analysing theories and principles of learning. Learning Styles A student’s individual learning style is their normal reaction to information or experiences. For example, Keefe (1979) defines learning styles as the composite of characteristic cognitive, affective, and physiological factors that serve as relatively stable indicators of how a learner perceives, interacts with, and responds to the learning environmentRead MoreLearning Theories That Can Be Understood And Enforced By Administrators1676 Words   |  7 PagesStudents learn in various ways. There are many theories that can be incorporated into teaching. These theories help students better grasp and understand course work. The thing to remember about learning is that it is ever changing. Teachers must adapt in order to accommodate the new learning styles presented throughout a period of time. When thinking of learning, change is a main concept that should be understood and enforced by administrators. Teachers know what works for them and what worksRead MoreIntroduction. Growing Up With A Brother Only A Year Older1324 Words   |  6 PagesIntroduction Growing up with a brother only a year older than me we learned many skills at the same time. Riding a bike, tying shows, and many more. When learning many of these skills I was able to grasp there concepts a lot quicker even though I was a year younger. Many times, by parents would have to teach certain tasks to my brother differently than how they taught me. He was more of a visual learner and my parents need to be more hands on. I on the other hand was able to grasp many skills withRead MoreWhy Learning Theories And Learning Styles Is Important For Your Career Essay1435 Words   |  6 Pagesunderstanding of learning theories and learning styles is important for your career in nursing? In this essay, I will start by discussing the four main aspects of learning theories and how having an understanding of these will help me in my nursing career. I will also be identifying my own strongest and weakest learning style and how having an understanding of this will enhance my practice as a learning disability nurse. In my understanding, a learning style is your own way of learning, and who youRead MoreThe Information Of Learning Theories771 Words   |  4 Pagessurprising or striking as you furthered your knowledge about how people learn? This course gave me the opportunity to rediscover and learn and understand my learning style and strategies. It provided me with a better understanding of the different learning styles and theories. What I found surprising was the fact that as an instructional designer you can increase the motivation level in the learner. Instruction designers can achieve learning environments and stimulate and sustain motivation, even

The Ultimate Solution for Best Topics to Write a Persuasive Essay on You Can Find Out About Today

The Ultimate Solution for Best Topics to Write a Persuasive Essay on You Can Find Out About Today Inspiration to make your own advertising or media argumentative essay topics isn't really hard to discover. It will be simpler that you compose a very good persuasive essay if it's a subject in which you have knowledge. If you merely pick a topic that isn't relevant, you might not get any credit for it. It's important to select debatable argumentative essay topics since you need opposing points that you may counter to your own points. Moral argumentative essay topics are a few of the simplest to get carried away with. Persuasive essays haven't any paragraph limits. They are also known as argumentative. All persuasive essays are like argumentative essays. Qualities of a great persuasive essay topic The topic needs to be specific. Quite frequently, the ideal topic is one which you truly care about, but you also will need to get well prepared to research it. The multiple topics might be found, for instance, in the dissertation abstracts international database. There are specific topics that work best and here are some basic suggestions to ensure that you pick a great topic. Things You Won't Like About Best Topics to Write a Persuasive Essay on and Things You Will Writing an excellent persuasive essay is not an easy job, however, it's achievable. Selecting a great topic for your essay is among the most significant and frequently tricky parts for many students. Students ought to be permitted to pray in school. School tests aren't powerful. If it's a college essay, it is crucial to consider what aspects of it is going to be evaluated. Eat does auditing a program work. Tough markets often take more time to contact you too. The is sue, nevertheless, is that not all businesses can be relied on to deliver quality essays on time so you need to be cautious in selecting one. The Hidden Facts About Best Topics to Write a Persuasive Essay on First of all, you will need to know the basic essentials of persuasive writing and know the five elements of persuasion. Just stick to the guidelines stated above, and you're going to be well on your way to writing an excellent persuasive essay. First of all, you should take note of how the sole objective of such essay is to convince the reader of a specific opinion. Following your research, you would get a better idea of the total content of your essay. When finding out who to handle your application to, you might also attempt to speak to that individual so that you can ask questions which can help you match your cover letter and resume to the job. You need to strive to make certain that the topic that you pick is a great one since if it isn't then you are going to struggle to compose a great paper. When you settle on this issue and pick the position on which you will base your essay, the remainder of the job can then begin. Just take the time now to read more on the topic of persuasive writing. Persuasive writing is quite typical in actual life. Our seasoned persuasive paper writers will supply you with effective solutions to ordinary problems, even supposing it is an argumentative essay. So, the best method to compose a fantastic persuasive essay is to locate a theme you're acquainted with and wish to share your experience with the reader. Always bear in mind a great persuasive essay ought to be persuasive. With all these things to argue about and for, it may be a bit overwhelming to develop a topic by yourself. Possessing no thought of the persuasive essay topics, you just do not understand what to write about. Explore the next fascinating topics. Have a peek at our short collection of amazing persuasive essay topics.

Adele Rise of the Mummy (Movie Review) Free Essays

Movie Review ADELE: RISE OF THE MUMMY Adele: Rise of the Mummy is a movie adaptation of the comic series of Jacques Tardi and directed by Luc Besson (â€Å"The Fifth Element†). The genre of this is more on adventure, action and comedy. It tackles about the adventures of the author Adele Blanc-Sec on her search for the mummy Patmosis, physician of the great pharaoh Ramses II of Egypt. We will write a custom essay sample on Adele: Rise of the Mummy (Movie Review) or any similar topic only for you Order Now With the help of Esperandieu, a physicist, and his concept of life after death, the plan is to resuscitate Patmosis to cure her paralyzed/almost dead sister. The story doesn’t only focuses on the concept of mummy but also to a pterodactyl which was hatched after 135 million years. It also narrates reality stuffs, the policeman, the commissioner, and those higher to them on how they use their influence, the scientists and their role in science relating to present issues. It is quite of lousy tactics when it comes to graphics. The pterodactyl seems to be not so realistic, though mummies were really nice. Also, the props used such as the breath analyzer which was used in the earlier part is catchy, the telephone and typewriter are of some antique kind. The emotions also have a spec and shifting of these emotions is suitable with regards to the scenes. For example, it goes sombre when Adele talks about her sister, and goes ra-ta-tat when Adele is in situation where she’s desperate. The humor that evolved throughout the film is of limited access to most of the audience since most of them are French â€Å"thing†. Such stuffs are mostly inside jokes about French politics, cuisine, and the museum itself. Some are clearer upon second viewing. The movie didn’t catch the bottom part of Filipino taste when it comes to comedy films. However, the film is quite educational and interesting in its own simple way, introducing the minor Egypt culture when it comes to mummifying bodies, stating most traditions like pharaohs usually bring with them their slaves and gold upon dying. The concept of life and death was also mentioned, relating it to some kind of scientific issues. The title itself is intriguing. True that the mummy rise from the grave, but what happens next is quite unexpected since it was drolly funny. Thumbs up for Besson for a job well done. I never imagined watching this one in such manner. And that is the twist that invites laughs of genuine amusement, not derision. How to cite Adele: Rise of the Mummy (Movie Review), Essay examples

Salesoft Analysis Essay Example

Salesoft Analysis Paper Case 15 SaleSoft, Inc. (A) Synopsis Greg Miller and Bill Tanner, Executive Vice President and CFO, founded SaleSoft in July 1993 with the objective of marketing PROCEED, a Comprehensive Sales Automation System (CSAS). While PROCEED had received very favorable responses from prospects, converting interest to actual sales was taking a long time with only five PROCEED systems having been sold to-date. In September 1995, with limited funds and the need to show performance before seeking additional venture capital, Gregory Miller, the president and CEO of SaleSoft, and William Tanner, the executive vice president and CFO, now need to decide the future course of action for their company. They are faced with the question of whether or not to introduce a Trojan Horse[1] product. This product can be developed, with some work, using the existing modules of PROCEEDs Sales System that have already been developed. Trojan Horse (TH) could potentially distract SaleSoft from its primary objective of becoming a leader in the high end of the Sales Automation (SA) software industry. In addition, there is a risk that it might cannibalize sales from the PROCEED product that SaleSoft is currently marketing. Finally, TH can potentially prevent SaleSoft from forming relationships with consultants whose support is critical to the success of PROCEED. Yet, TH might offer an easy way for SaleSoft to get into new customer accounts, gain quick sales, and generate much needed revenues. We will write a custom essay sample on Salesoft Analysis specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Salesoft Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Salesoft Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The situation is complicated by the fact that current PROCEED customers are expecting SaleSoft to deliver the complete PROCEED solution as soon as possible. Should Sale5oft complete the development of the PROCEED product and continue trying to sell PROCEED to select customers? or, should the firm make an all out effort to launch TH to a much larger customer base? This note was prepared by Professor Das Narayandas with the assistance of Research Associate Sara Frug for the sole purpose of aiding classroom instructors in the use of SaleSoft, Inc. A), HBS case No. 596-112. It provides analysis and questions that are intended to present alternative approaches to deepening students comprehension of business issues and energizing classroom discussion. Copyright @ 1998 by the President and Fellows of Harvard College. Used with permission. Positioning This case can be used to illustrate the challenges faced by suppliers with limited resources that operate in markets with long buying cycles. It can also be used to link buyer behavior, product design (bundling), and pricing issues. The case is best taught in a business marketing, entrepreneurial marketing, or a high technology marketing course. It can also be used very effectively towards the end of a basic marketing strategy course. At HBS, this case is taught as the transition between the Understanding the Customer and Managing the Value Proposition modules in the second-year Business Marketing elective, and on the last day of the Business Marketing Module in the Strategic Marketing Management program for senior marketing executives. Objectives The teaching of this case involves the following objectives: 1. Linking product policy and pricing issues with the customer acquisition and retention process. More specifically, †¢ Understanding the role of a Trojan Horse product in developing a customer migration path that facilitates customer acquisition and enhances their retention. †¢ Quantifying a products benefits or value to a customer, and integrating this value with other strategic and tactical issues to set price. 2. Understanding the complexity of a decision making unit (DMU) and the associated decision making process (DMP) in the purchase of complex, technological products. More specifically: †¢ Understanding the decision making process (DMP), its stages, time frame, and the people (the DMU composition) involved. †¢ Understanding the link between a customers DMP (or buying cycle) and a vendors selling cycle. 3. Understanding sales and marketing issues faced by a start-up operating in an embryonic market by comparing/contrasting approaches required to sell products of varying complexity. 4. Exploring the role of a vendors organizational structure in defining its ability to implement marketing strategy. 5. Understanding the role of automation in linking sales, marketing, and service functions in a firm. Recommended Readings †¢ Major Sales: Who Really Does the Buying? – HBR-82305 †¢ Automation to Boost Sales Marketing – HBR 89105 Teaching Questions 1. What is your plan? Do you plan to continue with PROCEED or will you introduce the TH product? Provide support for your plan. 2. What is the buying cycle for PROCEED? Who are the people involved in the purchase of a CSAS solution? What is the role of consultants? 3. What is SaleSoft’s current approach to selling PROCEED? 4. Quantity the benefits of CSAS to a customer using the information given in Exhibit 7. 5. What value does TH provide a customer? How is this different form the customer value delivered by PROCEED? 6. What is a Trojan Horse? How does it facilitate customer acquisition and retention? 7. How will you price TH? 8. How do you think SaleSoft’s organization structure will affect its ability to sell PROCEED or TH? Details of the Discussion Flow What is your plan? Do you plan to continue with PROCEED, or will you introduce the TH product? The various comments supporting going ahead with TH or PROCEED are as follows: PROCEED vs. TH Continue with PROCEEDSell Trojan Horse |We have spent too much time on PROCEED to walk away from it now. |PROCEED has only generated interest | |Tanner – We will lose our first mover advantage in the CSAS market if we |Selling TH is very much like selling CMS and there are so many | |divert our attention to TH. |success stories in the CMS market. Customers don’t need to be | | |educated on the benefits of TH. Most Sales VPs will grab it at | | |any price. |TH will prevent SaleSoft from partnering with consultants who are very |The cost involved and the time required to develop the TH product | |important to the firm. |are not very high. We can afford to do it. | |SaleSoft has committed to current customers that remaining modules of PROCEED |Tanner – We don’t need consultants to sell TH. | |will be read by June 1998. | | |Twenty Prospects for PROCEED want to see completed product before making any |Tanner – It’s a much bigger and broader market than the PROCEED | |purchase commitments. market. | |Miller knows what he is doing. He has shown that he can make it work – he was|TH is an easy way to get into customer accounts, gain quick sales,| |successful in bringing order to chaos in the MRP area. |generate much needed revenues (pg. 1). | |The competition is going to heat up very quickly in the TH market – Microsoft |Industry experts think it is unlikely that one vendor will be able| |and Lotus are planning to enter. All the CSAS competitors are small and like |to do it all (pg. ) | |SaleSoft – this is an easier battle for SaleSoft. | | |We dont have the skills to mass market products – we dont know how to sell |Customers are very skeptical about CSAS and the ability of CSAS | |TH. |vendors to survive in the long-run (pg. 2). | |Creating awareness for TH is very expensive – half a million dollars over the |It is easier to quantify the benefits of TH, and it needs no | |n ext six to eight months. customization (pg. 9). | |We just need to convert 6 of the 20 prospects to hit $5. 7 million in sales**. |TH is easy to sell – only the sales VP needs to get on-board. | |Given that there are just five players in CSAS and we are better than the |There are too many players involved in the purchase of PROCEED | |others, (using Exhibit 3) this is not difficult. |(pg. 9). | |(** $2,400/seat * average of 400 seats per prospect |TH needs only 1/3rd the time taken for selling PROCEED (pg. 9) | |* 6 = 5. 6 million) | | | |Tanner – We will not relinquish the PROCEED market if we go after | | |TH (pg. 10) | Once some of these issues for and against have been brought up, the instructor can push the discussion to the next theme in the following manner: â€Å"It looks like both sides have legitimate reasons to support their action plan. Those who are against PROCEED seem to be disturbed by the lack of sales in the last eighteen months. They also believe that TH will not have the same problems as PROCEED. Those who support it believe that more PROCEED sales are just around the corner and that selling TH is no different from selling PROCEED in terms of difficulty. In either case, it seems that understanding the purchase process for the PROCEED product will help us understand why some people think that PROCEED is the wrong product for SaleSoft and others think it is the right product. Let’s understand the CSAS buying cycle as given on case page 4. † What is the buying cycle for PROCEED? The buying cycle begins when the senior management realize that a CSAS might solve existing sales, marketing, and service problems. The case doesn’t provide any details about how long this stage takes. It is useful to ask the students what the catalyst is for this stage to happen. Typical responses here focus on the top management’s frustration with the inefficiencies that exist with current systems and their inability to control and improves sales, marketing, and service processes. Once top anagement have seen that they are able to bring order to the manufacturing, inventory, and materials handling functions, like Miller (pg. 7) they think that automation might provide answers to managing sales, marketing, and service issues. Some students might counter these comments by pointing out that automating sales and marketing functions is very different from MR P systems (see pg. 2 on the general belief that there was no standardized approach to sales order cycle). Next, the subsequent stages of the CSAS buying cycle can be captured in the following manner. In addition to text on pg. , there is a lot of information in Exhibits 4 and 5 on the issues raised by different members of the DMU, their concerns, and the benefits they seek from CSAS solutions. Using these three sources of information, the instructor needs to push the students to answer the following questions for each stage: What is this stage in the buying cycle all about? Who are the people involved in that stage? What are their roles? What do they want at this stage? Are they positive or negative about the CSAS product? (This format is what the students would have read in the assigned reading â€Å"Major Sales: Who Really Does the Buying? by Tom Bonoma. ). I have found that there is wide variance in the student analysis on who is involved in each stage and what are their motivat ions. Rather than trying to clarify these issues, I take them as they come. There is a lot of energy at this point and it doesn’t help to challenge students on their views. Invariably, this job is well done by other students who will object to comments with which they disagree. It is important that the instructor captures the following points: 1. Consultants get involved very quickly in the cycle and get more powerful over time. 2. Senior management plays a bigger role in the beginning and in the end. However, in the middle stages they have a limited role to play. 3. Line managers are involved more in the intermediate stages that involve systems design. 4. Users might only be involved towards the end. This is not clearly spelled out in the case and students will debate this issue. Some will insist that users will be involved throughout. Others will quote the case and suggest that it is only with the pilot test that users get involved in the process. [2] Below, is an example of a table that came out of a class discussion in my Business Marketing Class. SaleSoft Buying Cycle Stage Involvement Activity Timeframe (months) Need IdentificationCEO, CFO, VP Sales,Realization by senior 21-30 VP Marketing, VPmanagement that CSAS might Servicesolve existing problems Need ClarificationVP Sales, VP Mktg. , VPEvaluation of potential to 3-4 Service, VP MIS, SAautomate existing processes and Consultantsspecification of the order in which functions are to be automated Need Definition andVP MIS, IS Managers,Evaluation of how different 2-3 SpecificationSales, Managers,functions to be automated are Marketing Managers,related and how data is to be SA Consultantscollected, stored, and analyzed Evaluation ofCEO, CFO, VP MIS, SADecision on which system (h/w 6-8 Software/hardwareConsultantss/w) to purchase, short-listing of And vendorvendors Alternatives Pilot Testing andSales Reps, SalesCustomization of CSAS and pilot3-4 CustomizationManagers, MIS dept. ,testing SA consultant, CSAS vendor Rollout 4-6 An important point for the instructor to point out here is that it is common for the DMU composition to change as we go from one stage to another. On a side board, the instructor can also separately capture the orientation of each DMU member towards CSAS. DMU |Orientation |Under- |Interest in |Reasons | |Member |to CSAS |standing of |Implementing | | | | |CSAS |CSAS | | |CEO |+/- |Low |+/- |+Would like more control and higher sales marketing | | | | | |efficiency | | | | | | | | | | | |- Has other things to think about | | | | | | | |CFO |+ |Low |+/- |same as above | |VP Marketing |+/- |Low |+/- |+Wants more control | | | | | | -Fears that other will have access to data. Erodes power | | | | | | | |VP Sales |+/- |Low |+/- |same as above | | | | | | | |VP Service |+/- |Low |+/- |same as above | | | | | | | |Sales Reps |-/+ |Low |-/+ |-Worried about sharing customer information—if everyone | | | | | |knows everything about my customer, what is my role? | | | | | |+This will make me more efficient | |Consultant | | | |+This is my livelihood | What is the SaleSoft’s selling cycle for PROCEED? Students will be quick to point out that SaleSoft enters into the picture at the end of Stage 4 of a customer’s buying cycle, and that too only if it happens to be selected as a CSAS vendor. One way to run this part of the discussion is to draw a ladder on the board, with one vertical line for the customer’s buying cycle for PROCEED and the other for SaleSoft’s selling cycle, and build the rungs as links between the two vertical lines. In this case, the process highlights the fact that SaleSoft does not have an approach that maps onto the customer’s selling cycle. This is a very big learning point for students and is worth the drama. I usually turn to the student who is giving me this information with a total look of bewilderment and disbelief saying something to the effect of â€Å"Is this firm out of its mind? Doesn’t it understand the process of selling? To the above figure, the instructor can then add the following information that highlights the role of consultants. The instructor can also use the point out how intermediaries can become powerful in buyer-seller transactions by getting in between the two sides very early in the process and keeping the two sides apart after that. An example that the instructor can use here is the important of getting the product specified in a customer’s RFQ (request for quotation). In many high-tech business this is considered to be more than half the battle won. [3] In cases where a competitor’s product was specified, vendors should realize that there is a good chance that they have already lost the sale. [4] At the point, the instructor can say something like, â€Å"Well, clearly the selling approach is not right. What about the economics of a CSAS purchase? Does SaleSoft have a good story to tell the customer? How much value does a customer get from PROCEED? † What are the benefits of CSAS? Case Exhibit 1 fleshes out the benefits of CSAS. Case Exhibit 7 provides more numbers that students can use to calculate these benefits. There are three sources of benefits detailed out in Exhibit 7: sales cycle reduction, startup time reduction for new employees, and employee turnover reduction. For Company A (a financial services firm), this translates into $7. 5 million in additional sales. Selling time reduction x ($ sales/ year) Additional Sales due to Sales cycle reduction= Avg. selling time = 6 x $120m = $6 million / year 120 Additional Sales due to reduction in start-up time for a new sales rep = Days reduced in startup x ($ sales / rep / year) x Days to startup x (# of new reaps) # days to startup Workdays / year =14 x$120m x 60 x 24 = $1. 1 million / year 60 120 300 Additional sales due to reduction in sales rep turnover (% reduction) x (current turnover) x ($ sales / rep) x Days to startup Workdays / year = 0. 1 x 24 x ($1m) x 60 = $480,000 / year The total additional sales for Company A from using CSAS are = $7. 6 million w/o PROCEEDwith PROCEED Sales Costs (at 30$ of sales)$127. 6 million$127. 6 million S elling Costs (at 30$ of sales)$38. 28 million$36 million * + commissions on $7. 6 million = 36 + . 1 x 7. 6 = $36. 76 million Difference38. 28 – 36. 76 = $1. 52 million *-$120 million x . 30 = $36 million. Using PROCEED, cost of sales remains the same as it would be if sales volume were $120 million w / o PROCEED. We can also get to this number by working directly from the savings. If we assume that selling costs don’t change, then the company saves 30 percent (row 3 of Exhibit 7) of the additional sales in costs less commissions of 10 percent. Thus, the firm gets $7. 6 x . 20 = $1. 52 million in the first year after implementing PROCEED. The Costs of implementing CSAS for Company A are: Initial Costs = H/w + PROCEED license fee + start up + Implementation training costs + annual costs of internal resources = $1. 5 m + $600k + $200k + $180k + $150k = $2. 63 million Thus, the pay back time for the CSAS investment is around 1 ? years. For Company B, the results are even more dramatic and the pay back period is less than a year. For company B that is in computer h/w, the analysis is as follows: Selling time reduction x ($ sales / year) Additional Sales due to Sales cycle reduction = Avg. selling time = 15 x $350m = $29. 16 million / year 180 Additional Sales due to reduction in start-up time for a new sales rep = Days reduced in startup x($ sales / rep / year) x Days to startup x (# new reaps) # days to startup Workdays / year = 20 x $350 x 90 x 88 = $8. 2 million / year 90 250 300 Additional sales due to reduction in sales rep turnover = (% reduction) x (current turnover) x ($ sales / rep) x Days to startup Workdays / year = 0. 15 x 88 x ($1. 4m) x 90 300 The total additional sales for Company B from using CSAS are = $42. 9 million w/o PROCEEDwith PROCEED Sales$392. 9 million$392. 9 million Selling Costs (at 35% of sales)$137. 5 million$122. 5 million + commissions on $42. 9 million = 122. 5 + . 04 x 42. 9 = $124. 2 million Difference137. 5 – 124. 2 = $13. 3 million We also get this by working directly from the savings: if we assume that selling costs don’t change, then the company saves 35 percent (row 3 of Exhibit 7) of the additional sales in costs less commissions of 4 percent. Thus, the firm gets $13. 3 million in the first year after implementing PROCEED. The Costs of implementing CSAS for Company B are: Initial Costs = H/w + PROCEED license fee + start up + Implementaiton training costs + annual costs of internal resources = $3. 6 m + $1. 44m + $450K + $430k + $350k = $6. 27 million Thus, the pay back time for the CSAS investment is less than half a year (. 47 years). Using the above information, the instructor can draw a stacked column of the benefits and call it the â€Å"value column† or the â€Å"value line. † Executives are very likely to get in at this point with their own versions of bars, pies, stars, and other ways in which their firms represent customer value At this point, the instructor can push the class by saying something like, I think that SaleSoft has a good selling story. Not only is the firm going to get additional sales, it will have reduced sales rep turnover and higher sales rep morale. In addition, the investment pays for itself in less than 6 months for Company B. The economics and other benefits that we spoke about should make this an easy sell, shouldnt it? There will be a skeptic who is primed to get into this discussion now (and there will always be one, dont worry) saying that the value line is just a part of the selling story. Using Exhibit 5 (Typical Concerns Regarding CSAS Solutions) that provides a breakdown of specific concerns about the benefits of CSAS for each member of the DMU, this student will bring up everal issues highlighting the following: 1. The value of PROCEED needs to be sold at every level of the organization. Not every person in the DMU cares about the sources of benefits as defined by the value line. 2. The CEO and CFO need to be convinced that the system will work and that SaleSoft will not go out of business leaving them with no support. Further, there will be arguments that the three sources of benefits are very hard to measure and unrealistic. 3. The VP MIS needs to be convinced that the operation of the system will be as promised. 4. The Sales managers and VP Sales need to be assured that their salespeople will use the system well. . The Sales Reps need to be reassured that the system will benefit them. This sets the stage for the instructor to say something like, So creating these value lines is not the end. We also need to take this value line and convert it into a legitimate selling story that our sales reps can take to their customers. At this point, the instructor can mention to the students that this is a potental area where things can break-down between marketing and sales. Marketing develops value propositions with all these benefits quantified. However, when they then toss it over to Sales to take it to their customers, Sales find it very difficult to manage. The next thing you know, there is a breakdown in the initiative. I reiterate the fact that it is here the most large companies are facing problems in implementing their new strategic marketing initiatives. Marketing is so consumed by figuring out the process of where and how they create customer value that sometimes they don’t pay attention to what they need to do to help Sales develop a strategy to extract the value that they have created. Next, the instructor can move the discussion along by shifting the focus from PROCEED to TH. How does TH compare to PROCEED? Selling TH is different from PROCEED in several ways. First, unlike PROCEED, TH is focused only on sales. This signficiantly reduces the number of people involved in the buying cycle as well as the need to build consensus between the traditionally diverse sales, marketing, and services departments of customer firms. TH delivers enormous value to Sales VPs of firms that are involved in selling big-ticket items with long, and complex selling cycles. These Sales VPs find it difficult to provide their firms with accurate forecasts, which in turn affects the firm’s ability to plan operations and resources. Thus, TH might be an easier sell than PROCEED. Looking at the value line created for PROCEED, students will point out that all the benefits listed for PROCEED are also applicable to TH. Compared to PROCEED, TH needs minimal customization (customizing the program requires only small alterations such as changing the number and names of segments in the opportunity pipeline). Some students will point out that TH might not really by a TH for PROCEED, since it appears to be addressed to a market segment that is not the same as the PROCEED product. Not all PROCEED prospects would necessarily want to start their automation efforts with TH. Also, not all TH users might be interested in the complete PROCEED product. This is the point where the instructor needs to run a discussion on what is the role of TH, how does one design a TH product, and what is the link between TH and the customer acquisition and retention process. What is a Trojan Horse? How does it facilitate customer acquisition and retention? TH is a good solution in situations where the complete product is very expensive and involves a high level of risk for customers. In these cases, customers might not be willing to make the investments in the vendor. As is the case with PROCEED, vendors are able to generate interest in the product but are not able to convert this interest into actual sales. In these situations, if there is an opportunity to unbundle the complete product into distinct products that can be sold and used independently, and it is also possible for the customer to add modules over time without risking any loss in past investments, then TH can be a very effective tool for the vendor. TH provides with an opportunity to penetrate a customer account faster and more economically. A good TH product will also facilitate and ensure future sales of other products to the customer. For the customer, TH offers an opportunity to reduce the risk and the investments involved. The customer is able to use the TH product and experience the benefits fro that product before making any further investments. It also gives the customer a chance to assess the capabilities of the vendor to support and serve them over time. TH also provides the vendor with an opportunity to make some money relatively quickly. Vendors can use TH to create a barrier to entry for competitors by increasing the switching costs to the customer. Designing the TH product involves the integration of product bundling/unbundling issues with pricing issues. In designing a TH product, the vendor should be careful not to design a TH that becomes an end in itself such that customers do not see the need to buy the full product. How much of the functionality of the full product should be incorporated in the TH product? What should the price of the TH product be compared to the full product? How should the vendor manage the migration of customers from the TH product to other products? Exhibit 1 provides a set of PowerPoint slides that I use to discuss these issues in greater detail. Based on what we have discussed, how will you price TH? Based on customer value, one could potentially make the case that TH should be priced at the same level as PROCEED, i. e. , $2,400 per user. This is base on the fact that the value line for TH is the same as that of PROCEED. Some students will point out that this price is difficult to justify given that SaleSoft is having trouble selling PROCEED at $2,400. Other students will suggest that if SaleSoft were to go after prospects that had never seen PROCEED or used a CMS product, then it is possible for SaleSoft to price TH at $2,400 or even higher. Using competition as a basis, given that TH is closer to a CMS product, students are likely to suggest a price anywhere from $200 to $400. Finally, in the case, Miller has suggested a price of $1,000, and Tanner has suggested a price of $400 per user. Students that suggest a low price will point to the fact that SaleSoft has to minimize customer resistance and reduce marketing and sales costs. At a price of $400 per user to below, they will suggest that TH will sell like hot cakes. They will quote Tanner who says, â€Å"at this price, our salesforce will have to just go out and pick up these orders. † Those that suggest a price closer to $1,000 per user will argue that at a lower price, SaleSoft is leaving money on the table. Given the enormous benefits TH provides customers, these students, like Miller, will want to charge a higher price to extract a reasonable value for themselves. It is also possible to do the following break even calculations to determine the price of TH. TH Cost = Development cost + Init. Marketing cost + ongoing marketing costs = $200,000 + $500,000 + $200 / user At $1,000 (as per Miller), SaleSoft would need = 700,000 = 875 users to break even 1000 200 And at $400 (as per Tanner), SaleSoft would need = 700,000 = 3500 users to break even 400 200 Using the results of this analysis and information from Exhibit 7 that suggests that SaleSoft can expect to get 200 users per prospect, one can conclude that SaleSoft needs 875 / 200 = 5 customers at $1000/seat and 3,700 / 200 = 18 customers at $400 per user to break even. The instructor can then ask the students how many prospects they think SaleSoft is likely to be able to get in the next 9 to 12 months. This is also the ideal spot for the instructor to draw the attention of students to Exhibit 8. â€Å"What do you think of the way this firm has been organized? Do you think the organization has been set up to sell PROCEED? Would it need to be changed if TH were introduced? How do you think SaleSoft’s organization structure will affect its ability to sell PROCEED or TH? A look at Exhibit 8 suggests that a plurality of employees comprise the development department, with the next largest number of individuals working in support services. Both the sales and the marketing departments are small, with only five and four members, respectively. It is interesting to point out that Miller seems to recognize this when he points out that SaleSoft has neither the resources to have separate sales forces for the two products nor the will in the sales department to sell PROCEED if TH is available. Students will look at all this information and suggest that this firm is still organized to develop products—not to sell them. They will suggest that Miller completely re-organize the firm and build up selling capability very quickly. The instructor can push students on this point by asking the following question, â€Å"If you are an entrepreneur in a high tech industry and have been developing products for a while, when will you change the organization? How will you change it? It is very easy to say that Miller should do it. However, students have to understand that this is a non-trivial issue. The instructor can highlight that the transaction from being product development oriented to becoming marketing/sales oriented is a very tough one and is usually the place where many high tech startup firms falter. In these businesses, the need to innovate continuously and develop new product only complicates issues further. What Happened? As the case points out, Miller and Tanner were looking for an additional $2 million of venture capital. Late in 1995, they decided to use the TH proposal as their trump card to get more investments from the venture capitalist (VCs. ). As a condition to giving more money, the VCs demanded that SaleSoft put the PROCEED project on the back burner and push ahead with the TH product. SaleSoft made a big announcement that it had now positioned itself as an â€Å"Opportunity and Pipeline Management† company. The VCs did not allow the organizational structure to be changed in any manner since they saw this as major and unnecessary expense. As a result, when asked to sell the TH product, the firm’s sales reps took the standalone TH product to the same set of prospects to whom they had been trying to sell PROCEED. Two things happened as a consequences. First, competitors that were trying to sell CSAS to these prospects immediately seized upon this chance. They started telling the prospects that if they wanted a sales forecasting and opportunity pipeline manager, then possibly TH was a good bet. However, if they were looking for a complete CSAS solution (which these prospects were) then TH wouldn’t cut it. Further, with SaleSoft calling itself the pipeline manager, it was more or less clear that SaleSoft had pulled out of the CSAS marketplace. The other thing that happened was that these prospects had moved so far down the buying cycle that they were not willing to go back and put everything on hold and shift their attention to buying TH. Add to this the competitive reaction and there is little doubt about what happened. TH sales did not take off quickly and Miller and Tanner had to back to the rawing board to think of how they were going to manage the whole process. Teaching Process One way to manage the wealth of information in the case is to break up the discussion into several times. Theme 1: As the case revolves around a bi nary decision, the best way to begin the discussion is with a comparison of PROCEED and TH. There is usually an even split in class with support for both products. The instructor can lead the class to the next theme by pointing out that people who support TH appear to suggest that SaleSoft will not be successful if it continues to sell PROCEED, and those who support PROCEED appear to suggest that SaleSoft is on the verge of getting a major break in PROCEED sales. Clearly, it is the interpretation of the current PROCEED sales that is at the heart of their analysis of both sides. Theme 2: Here, the instructor needs to walk the class through details of the different stages in the CSAS purchase process (or buying cycle). It is important that the instructor needs to push the discussion on who is involved in each stage, their needs, and what they are looking for in that stage of the buying cycle. Having done that, the instructor then can ask the class to map SaleSoft’s selling cycle onto the customer’s buying cycle. It becomes evident that SaleSoft enters the picture very late in the game and is at the mercy of consults. Once this issue has been identified, the instructor can transition the class to the next theme by asking the following question, â€Å"Okay, we have found that SaleSoft is very late in getting into the game. That is clearly not good, but let’s live with that for the moment. At least, do they have a good selling story to tell? Does PROCEED deliver value to a customer? † Theme 3: The third theme is all about understanding and quantifying the benefits of PROCEED to the customer and revolves around the numbers in Exhibit 7 of the case. The instructor can build a column, (or, a line) of benefits to a customer. With the customer value line developed, the instructor can get details on costs to a customer of buying PROCEED. The instructor can then summarized by saying something like â€Å"With these kind of numbers and a pay back period of less than a year, customers should be lining up at SaleSoft’s door to buy the product. But that’s not what is happening. What’s wrong with our analysis? † This leads to the idea that it is not enough to come up with these value lines, it is also important for the firm to figure out how it is going to sell these benefits to the customer. Will a customer see this value? Are there other factors that were not considered? Theme 4: Next, the instructor can move the discussion to the other side and ask how students see TH solving all these problems. The associated decision that needs to be addressed is about how to price the TH product. The instructor should then ask the students if they think that the TH product should be sold to PROCEED prospects. Most of the students will say that the TH product has to be sold to a different set of customers and that it is good for those customers who don’t want to buy PROCEED today but might be prospective customers for PROCEED in the long-run. The instructor should capture this issue on the board since it will be very useful to go back to in the summary. The instructor can also choose to use this time to do a short lecture on the role of TH: how does TH help manage customers better over time? When is it useful to think about a TH product? What factors should be considered in the design of a good TH product? etc. Linked to the pricing decision of the TH product is the issue of whether SaleSoft has the capability to sell this product. This leads to the next theme in the case discussion. Theme 5: The instructor can then bring the attention of the class to the organization chart in case Exhibit 8. The instructor can initiate this part of the discussion by asking a question like, â€Å"What do you think about this organization? What is it designed to do? The discussion then revolves around the issue of whether one should organize proactively, or reactively in developing markets. How should a start-up firm that is still focused on product development develop an organization that will take care of market development? SaleSoft’s organizational structure, not atypical for a start-up firm, might make it difficult for the firm to be successful in a mass marketing strategy. Theme 6-7: Here the instructutor can tell the class what happened and ask them how they would respond to SaleSoft’s decision to market the TH product. It is important to get the customer and competitor’s veiwpoint here. Finally, the instructor can do a short 5-10 minute lecture that summarizes the learning from this case discussion. Some Additional Thoughts For the last three years, I have visited the Sales and Marketing Automation Conference that is held in Boston every year. It is amazing to see the turnover of firms in this business. More than half the firms seem to be new ones. Interestingly, the people in the booths seem familiar. They just have changed jobs and work for new firm every time I see them. During one visit with Professor Ben Sharpiro, we asked several vendors to tell us more about their product, and who were their main competitors. The most common answers were (a) we are the only ones who have truly integrated sales and marketing automation software in the business, and (b) we really don’t think we have any competitoin. In the last twenty minutes of the class, I tell students that SaleSoft decided to launch TH and that it did not change its organization very much. I then ask them to tell me what they thought would happen. Students very quickly get to the point that SaleSoft must have gone back to its PROCEED prospects with this new product. Next, I ask them how this customer would react. Most say that there will be a signficant customer resistance to this move by SaleSoft. However, there are some who think that these prospects have not bought because they have doubts about CSAS. I take these comments as they come and then ask students to tell me how competitors would react to this move by SaleSoft. There are a few students who come up with the point that the competition can do best by acknowledging that the TH product is good but something that the customer really doesn’t want, and also that SaleSoft would be unlikely to deliver a CSAS product to the customer in the long-run. After this discussion, I run a short 10 minute lecture on the role of TH in helping vendors manage customers more effectively and link product line management (bundling) issues with pricing (value extraction)—especially when the products are expensive, complex, and require major changes on the customer’s part, and customers are risk averse. Managing the product line across customer life cycles and providing customers with a clear-cut migration path that reduces their risks and maximizes value to them will always ensure that vendors retain customers. TH also can be very effective in providing vendors with resources in the beginning that will help them survive and support themselves in the market development stages. Exhibit 1 of this teaching note is a PowerPoint slide presentation that I use to discuss the role of TH in managing customers and managing the firm. Issues to Manage There are a few issues that the instructor will need to watch out for. First, it is possible that some students raise the issue that cost of converting the existing modules of PROCEED’s Sales System appears to be too high. That it is difficult to understand how SaleSoft did not anticipate this when developing the system. This is an issue that cannot be answered satisfactorily using information in the case. The instructor can manage this issue by directing the students to the information on the page where Miller clearly explains why this happened. Second, some students try to take the easy way out and suggest that Miller should sell SaleSoft to a large software firm that is seeking to enter this market. The instructor can address this by saying, â€Å"What would Miller think of your idea? Miller says he brought order to chaos in manufacturing and is going to do the same in selling, marketing, and service. How are you going to make him walk away from what he sees as a tremendous opportunity? Students quickly understand the passion that the entrepreneur has in his baby. I also ask students whether this is the time to sell the firm. Given the current situation, would Miller be able to get a good price for the firm, or would he be better off getting some more sales before trying to sell the company. The term Trojan Horse is used to refer to an object or action used to gain easy entry into areas that might otherwise be difficult to access. The Trojan War is the subject of Homers Iliad and is thought to reflect a ten- year siege of Troy by the Greeks circa 1200 b. c. The fall of Troy is recounted in Virgils Aeneid: according to Virgil, the Trojans, having held out against the Greeks for 10 years, were tricked into hauling inside their city walls a large wooden horse (the so-called Trojan Horse) left as gift for the Trojans by the Greeks. The belly of the wooden horse was full of Greek soldiers who, once inside, opened the city gates at night and thus let in their compatriots to sack Troy. There is an interesting question here about how one would select the sample for the pilot test: should the test sample constitute people who will be most comfortable with the product, or should it be done with a group of people who are very skeptical about it? Should the test site be one of the more important markets for the customer, or should it be done in one of the secondary markets where there is less at stake for the customer? I had the opportunity to sit in on a couple of pilot test design sessions and found that th ese were issues on which the parties involved had a lot of trouble coming to any sort of agreement. The vendor and product champion (on the customer side) wanted to have a sample of favorably disposed users in a high profile office of the customer. They felt that this would given them a higher chance of success. The customer’s senior management wanted to pilot test using skeptics in a low profile market. I usually take a minute to bring this issue to the attention of the students. Given the time constraint, I usually don’t get into a long distance on this issue. * I have had executives come back to me after class with their versions of ladders and how they just realized what was missing in their own sales approach. [1] In my own personal experience, I have found that vendors that do a win / loss analysis of orders, very often find a dramatic difference in the probability of winning a bid when the specifications have been designed to favor a competitor’s product as compared to when the specifications are more favorable to their own product