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Trinity Finance’s Sales Organization and Sales Approach (C): Leadership Styles

CASELET, SALES AND DISTRIBUTION MANAGEMENT
ET Cases, 7 Pages

Case Preview

Trinity Finance’s Sales Organization and Sales Approach (C): Leadership Styles

 

After having identified the ways and means to sensitize the rank and file at Trinity Finance Ltd. (Trinity) sales organization about the impending ‘change’ required across all the levels, the Leadership Team (LT) meeting was convened on May 25th 2016 to discuss and debate on the kind of leadership that is required to take the ‘RACE’ (Radical Approach to Customer Engagement) mandate forward.

CPO: Thank you all for joining this meeting which is one of the most critical initiatives of our realignment drive.


CEO: Yes, Swapnil. Couldn’t agree more on this. We need to redefine the kind of leadership required at all the levels.


CSO: Yes, Samir.

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Teaching Note Preview

Trinity Finance’s Sales Organization and Sales Approach (C): Leadership Styles

 

Synopsis

This caselet discusses the challenges across the organizational layers of Trinity Finance Ltd. (Trinity) and helps identify an appropriate leadership style, which aims at changing the company’s approach to make it market-oriented and to fit the demands of the competitive marketplace. This caselet also delves as to how the company should implement a more focused sales approach to achieve its goal of being an effective market-oriented organization. An ‘Outcome-based Leadership Model’ was suggested by Leadership Team at Trinity, to focus on the grey areas to rejuvenate the company’s performance and to imbue personal competencies and social competencies of the sales executives. Will opting for an ‘Outcome-based Leadership Model’ help in preparing a sales-driven organization, like Trinity, to transform from being an ‘Order-fulfilling’ to both an ‘Order-creating’ and an ‘Order-fulfilling’ organization?

Prerequisite Conceptual Understanding/Before the Classroom Discussion

The students/participants should be asked to read the following articles/book chapters:

  • • Robert N. McMurry, “The Mystique of Super-Salesmanship”, Harvard Business Review, March-April 1961
  • • Benson P. Shapiro, “The High Impact Salesforce”, Harvard Business School, May 22nd 1998
  • • Steve W. Martin, “Why Sales Organizations Fail”, Harvard Business Review, January 30th 2014
  • • “Super charge your Sales Force”, Harvard Business Review – OnPoint Collection, 2006

 

Case Positioning and Setting

This caselet is aimed at MBA students as a part of the Sales Management curriculum.

Assignment Questions

  • I. How do you think the proposed Zonal mentors program would aid Trinity’s sales organization to achieve its goal of being an effective market-oriented organization?
  • II. The CPO, Swapnil Mukherjee referred to ‘Challenges-Competencies Model’ required to train the sales personnel. How would you design Challenges-Competencies matrix and what would be its importance
  • to Trinity’s sales organization? What would be a suitable model for sales competence development?
  • III. ...............

 

Preamble to the Case Analysis

This caselet enables an interesting discussion on Trinity’s Leadership styles and details how a competent leadership framework–‘Outcome-based vs Behavior-based’, can be constructed over existing models. Accordingly this caselet was orchestrated in the classroom and the caselet analysis was carried out as presented in Exhibit (TN)-I.....................

$3.66
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Product code: SDM-2-0001(c), SDM-2-0001A

Abstract

This caselet, third in the series of caselets on Trinity Finance Ltd. (Trinity) sales organization, focuses on the leadership styles required at various levels. By taking into account the relationship between Leadership Team members and salespersons across the various layers of Trinity, this caselet details the need for change agents and various leadership models that the company should adopt to increase its market share and to implement a more focused sales approach. Will opting for an ‘Outcome-based Leadership Model’ help in preparing the sales organization to transform from being an ‘Order-fulfilling’ organization to both ‘Order-creating’ and ‘Order-fulfilling’ organization? This caselet also examines how leadership styles should be revalidated due to the ever changing business models. How can a competent leadership framework using dimensions of sales control – ‘Outcome-based vs Behavior-based’, be constructed over the existing models?



Pedagogical Objectives

  • To understand the importance of leadership styles in a financial sales organization to achieve its goal of being an effective market-oriented organization
  • To identify the appropriate ‘Challenges-Competencies Leadership Model’ across the layers for Trinity and to create a model for sales competence development
  • To understand the importance of ‘Emotional Intelligence-Leadership Style Relationship Model’ to imbue personal competencies and social competencies
  • To emphasize on the importance of an ‘Outcome-based Leadership Model’ and to understand the need of change agents for such a model in the competitive business environment

Case Positioning and Setting

This caselet is aimed at MBA level students as a part of the Sales Management curriculum



This Case Pack Includes:
- Abstract
- Caselet
- Teaching Note (**ONLY for Academicians)
$3.66
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