Answer:
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Mary Bronson recently completed the sales training program at Dow Chemical and has
spent the past few months in San Diego, her assigned territory. Today she plans to call
on two accounts and then complete a sales forecast for next quarter.
The first account is a small, high-tech firm that potentially could use a Dow product
directly in a production process. This production process is new and the purchasing
manager indicated that several substitute products will likely receive consideration.
What strategy should Mary follow in dealing with this customer?
The second account has been buying their chemical products from Allied for the past
three years. Of course, Mary would like them to change to Dow but the purchasing
manager at this firm seems preoccupied with other matters. What strategy should Mary
follow here? She wonders if it’s even worth stopping by because she could spend the
time talking to an existing customer.
Answer:
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One component of the balanced scorecard centers on customer satisfaction while
another centers on employee satisfaction.