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Sales and Distribution Management: Realigning Sales Territories at Garrick Oil and Lubricants

The document discusses a case study about realigning sales territories at Garrick Oil and Lubricants in Northern Ontario. It outlines problems like declining sales, backfired previous plans, and franchise issues. It provides an overview of the company and context on the regional sales team. Recommendations are made to balance workloads, minimize disruptions during redesign, and increase sales through developing compact territories. The goal is to balance sales potential and reduce travel time and associated expenses.

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Mullapudi Teja
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179 views15 pages

Sales and Distribution Management: Realigning Sales Territories at Garrick Oil and Lubricants

The document discusses a case study about realigning sales territories at Garrick Oil and Lubricants in Northern Ontario. It outlines problems like declining sales, backfired previous plans, and franchise issues. It provides an overview of the company and context on the regional sales team. Recommendations are made to balance workloads, minimize disruptions during redesign, and increase sales through developing compact territories. The goal is to balance sales potential and reduce travel time and associated expenses.

Uploaded by

Mullapudi Teja
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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SALES AND DISTRIBUTION MANAGEMENT

CASE STUDY

Realigning sales territories at Garrick Oil and Lubricants

BY,
Nandu Krishnan R – 21028
Kelvin Francis – 21084
Sai Suraj – 21088
Teja Mullapudi - 21087
Swapnil Anand - 21113
VV Rajesh Kumar- 21175
PROBLEMS

Declining of Backfired previous Franchise issues Improper


sales plan salesforce alignment
COMPANY OVERVIEW

Headquartered in Paris, France

Among the world’s top four in oil and gas industry

Operated in over sixty countries

770 franchised and 46 company-owned gas stations in


Canada

80% of all stations accompanied by convenience stores


NORTH ONTARIO

In 2009 Sales
In 2010 Rob Doff
declined and Strategy
43 Franchisees rearranged sales
3% of GOAL’s Franchisees Backfired and
and 2 Company- territories and
Total Sales began to Sales continued
owned Stations Organizational
complain about to fall
Structure
lack of Services
TSM - Roles
Planning and Controlling of Sales Targets with franchisees along
with relationship building.

Help Franchisees in assessing and advancing with business


opportunities.

Training the franchisees staff if required and communicating of


any problem regarding GOAL’s fleet

Additional responsibility for Thunder Bay TSM to manage


company gas stations and regional lubricant distributor

A challenging role involving a lot of travel


JONATHAN WILEY
 Recently promoted to Regional Sales Manager for
Northern Ontario Region

 Assistant of National VP of Sales for 5 years

 Completed MBA 1 month ago

 Required to submit a proposal for realigning sales


territories in the region
TOM BEN
 8 years of experience  He is in his mid-twenties
 No official college or university  Has a bachelor of commerce
certificates certificate from Canadian
 Familiar with various sales
University
techniques  Has been very committed
 Highly critical regarding
towards the job
management and cynical to the  Maintains good relations with
changes in management structure the customers
 Had been a good performer but  Also helps Tom in Thunder
recent performances has been Bay
declining  Controls Dryden , Sioux
 Managed whole thunder bay
Lookout , Fort Francis ,
territory Neebing
MELISSA JIM
 She is in her mid-fifties
 Has a college diploma in  He is in his mid-thirties

business administration  He is a new hire

 16 years of experience in the  Has a college level sales certificate

field  7 years of experience (2 years –

 Regarded as friendly and GOAL)

knowledgeable  Has a positive attitude and is

 Even though she had problems regarded as an achiever

in the initial stage , she  Controls Sudbury, North Bay

developed as a star performer Markets

 Controls Sault St Marie,


Timmins, Wawa Markets
CASE FACTS

43 Franchisees and 2 Company-owned Stations

3% of GOAL’s Total Sales

In 2009 Sales declined and Franchisees began to complain about lack of Services

In 2010 Rob Doff rearranged sales territories and Organizational Structure

Strategy Backfired and Sales continued to fall


NORTH ONTARIO REGION
Decision making criteria

Revenue

DISTANCE Ratings
BETWEEN PLACES

Capabilities of
Number of people
Franchises

Past Performances
A NEW PLAN !!!
RECOMMENDATIONS
CONCLUSIONS

Reduced
Minimize Increased
Balance Develop travel time
Balance the disruptions sales and
sales compact and
workloads during customer
potential territories associated
redesign relationship
expenses

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