Transcribed Image Text: It was now Friday night, and Tom was heading
home. It had been a tough week, and he was
looking forward to the weekend. The Wick's situa-
tion with Best Night had not gone the way he
hoped it would, but now that he had decided what
to do, he was feeling better. Tom did not like to
lose, and as he drove home, more than once he
thought, "I'll show Wick's. If you don't play ball
with me, I'll take the business through Good Food
Wholesalers." Tom planned to call Grace Lamkin
over the weekend and run the plan by her. Next
week, he planned on hitting all of the Best Night
Inns with the Good Food Wholesalers salespeople.
Questions
1. How likely is it that Tom Olivia will be success-
ful in the short term with this strategy?
2. What are the longer-run implications of this
strategy for Tom Olivia and Jordan Wholesale
Marketplace?
3. If you were Grace Lamkin, what advice would
you give Tom?
Transcribed Image Text: MAKING SALES MANAGEMENT DECISIONS
CASE 2.1: JORDAN WHOLESALE
him had tried to get reestablished with Wick's, but
Wick's buyers had steadfastly refused to buy from
Jordan Wholesale.
Tom was determined to get the Best Night Inn's
MARKETPLACE
Background
Jordan Wholesale Marketplace was founded in Los business, so he made sales calls on the 16 motels to
Angeles in 1965 to supply professional catering
companies with a wide variety of institutional food
products, including canned vegetables and meats.
The company had grown steadily over the decades,
and is now one of the largest full-service institu-
tional food suppliers in the nation, selling perish-
able and non-perishable foods and foodservice
supplies such as tablecloths, napkins, and tableware.
In the past year, Jordan Wholesale Marketplace had
begun an aggressive push into a new market
segment, the hotel/motel restaurant market.
gauge their interest in switching to Good Food
Wholesalers, another foodservice wholesaler with
whom Tom had a strong working relationship. The
Best Night operators were unanimous-they had
no intention of leaving Wick's for Good Food
Wholesalers. In making the rounds to the 16 motels,
Tom learned that the individual hotel managers had
no authority to buy from suppliers that had not
been previously approved by their corporate head-
quarters in Louisville. Tom then called on Best
Night's corporate headquarters, where he learned
that becoming an approved supplier would take a
minimum of 60 days-if approval was granted. Best
Night's director of purchasing was frank with Tom,
telling him: "We have been extremely satisfied with
Wick's, and don't see much need to add Good Food
Wholesalers to the list of approved suppliers. If I
were in your shoes, I would try to sell through
Wick's."
Current Situation
Tom Olivia is the Jordan Wholesale sales represen-
tative in Louisville, KY. Tom has been with the
company for almost two years. He is a recent
college graduate and looks forward to proving
himself in his sales position, then moving into
management with the company. Tom's sales
manager, Grace Lamkin, has told Tom that if he
finishes the year over 100 percent on his sales
versus quota target that he would enter the pool of
candidates for promotion sometime in the follow-
ing 12 months. Tom is doing quite well with his
existing accounts, and has added a couple of new
accounts. He believes that he will finish the year a
little over 100 percent of quota, but he needs to
add some of the new hotel/motel business to be
sure he achieves his sales goals.
Tom has been attempting to secure the restau-
rant business of Best Night Inn, a regional chain of
16 moderately priced motels in Kentucky. Best
Night's corporate headquarters are in Louisville and
the chain currently buys all of its food and restau-
rant supplies from Wick's Food Supply, a well-
established wholesale restaurant supplier. Wick's
has its own salesforce, most of whom are veteran
salespeople who have established good relationships
with the restaurant operators in their sales territo-
Tom went back to Wick's, trying once again to
become one of their suppliers. He decided to use a
foot-in-the-door strategy, meaning that he would
only try to sell one small part of his product line,
with hopes that if this proved to be successful, he
would be able to expand his sales through Wick's.
Tom presented the newest version of Jordan
Wholesale, a very attractive tablecloth/napkin
package that could be customized with Best
Night's logo. Bill Wilson, the Wick's buyer, turned
Tom down, saying, “Tom, don't take this person-
ally, but we simply are not ready to do business with
Jordan Wholesale again. You guys are doing some
impressive things in the marketplace, and next year
we may get together with you. But that's not in the
plan for this year."
Disappointed, Tom felt he had but one choice if
he wanted to make his year-end numbers. He
arranged sales calls with the three Good Food
Wholesalers sales representatives who called on
Best Night Inns. Tom planned to work with the
Good Food Wholesalers salespeople to present the
Jordan Wholesale packages, cut the price to stimu-
late interest, and try to convince all 16 of the Best
Night operators to buy the packages from Good
Food Wholesalers. If the motel operators liked the
packages, Tom figured he could use their interest to
speed up the supplier approval process back at Best
Night's headquarters and book the additional sales
volume before year-end.
ries.
Jordan Wholesale has not been a supplier for
Wick's for more than 10 years. Tom has been told
that Jordan Wholesale and Wick's had some friction
over service problems, with Wick's head buyer
claiming that Jordan Wholesale was not a reliable
supplier. The buyer reportedly withheld partial
payment on several invoices, and ultimately Jordan
wholesale refused to sell to Wick's. Tom and the
Jordan Wholesale sales representative who preceded