Hausser Food Products Company Сase Study

Summary Due to demographical changes and competition growth Hausser Food Products go with (a leading infant food producer and marketer with a 60% market share) is currently facing a decrease in gross revenue growth and profit together with unuse capacities of its plant and warehouse. Hired by HFP researcher finds out from their Regional gross revenue Manager, Brenda Cooper, about the difficulties of motivating her group to come up with untried ideas of marketing to increase the sales.Reasons1. HFP target provision doesnt involve people from the field while they are the anes who exist the local markets, what is realistic, what their capabilities of selling are whereas they are the ones to finally meet the targets.2. honor scheme is not adjusted to the constantly changing market and running(a) environment. Neither does it motivate employees to achieve higher targets set year afterward year nor does it encourage them to share their creative ideas on selling methods and new mark et opportunities.3. HFP management puts in addition much pressure on paperwork. such(prenominal) bureaucracy limits the time sales people spend on selling activities.4. The company seems to have a fixed boundary between the spinning top managers and regular sales forces. It is divided into us and them. Sales forces dont understand that achieving a general goal is to their own benefit too they are nevertheless focused on their personal goal which is receiving each year bonus.5. Sales meetings are held without Regional Sales Managers such as Brenda Cooper. How to result the problem1. District Managers should be involved in drawing up sales plans together with Regional Sales Managers who should be then communicating those goals to the Sales and Market Planning Directors.2. Changes of rewarding system should be make so that extra sales are rewarded more i.e. not only bonus should be increased but also base stipend should be revised. Moreover, creative or innovative ideas of regul ar employees should be recognised and prized accordingly to companys increase in profit so that sales forces dont get the impression of being used tothe companys general benefit.3. Limit the paperwork by involving Regional Sales Manager in sales team meetings which would naturally keep them updated without the necessity of producing numerous papers and reports by sales people.4. Introduce team stick activities, social events which would be attended all kinds of levels of employees directors, managers and sales people. This would on one hand result in informationexchange crucial to the directors and on the other hand in building-up of sense of belonging to the company as a whole and understanding the role of an individual in a company.