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Abstract
This case was designed to fill a gap in the teaching of sales management in a situation where a female sales representative is appointed as a member of a previously all male sales force. It draws on attitudes towards the male/female work interface, buyer/seller relationships, group ''norms'' in sales performance and the requirements for career progression from sales representative to manager. Very useful case for mixed sex seminar groups.
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Abstract
This case was designed to fill a gap in the teaching of sales management in a situation where a female sales representative is appointed as a member of a previously all male sales force. It draws on attitudes towards the male/female work interface, buyer/seller relationships, group ''norms'' in sales performance and the requirements for career progression from sales representative to manager. Very useful case for mixed sex seminar groups.