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SalesSoft, Inc. (C): Managing the Sales-Transaction Process and Competition
Rogers, James; Landel, Robert D.; Scharf, Matt Case OM-1341 / Published December 11, 2007 / 5 pages.
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In 2003, SalesSoft's success had, in no small measure, been driven by the efficacy of its sales force, and sales had always enjoyed an influential and central role in the firm. Over the past decade, an increasing number of competitors had entered the arena as computer software and hardware providers. And as competition heated up, SalesSoft's sales cooled down, customer satisfaction began to deteriorate, and the interregional conflicts that became more commonplace appeared to compromise the efficiency and effectiveness of its sales force. The company acknowledged that cultural change was needed within the company in order for it to respond properly to the new market conditions, but it was not clear within the organization just what that change should be.




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  • Overview

    In 2003, SalesSoft's success had, in no small measure, been driven by the efficacy of its sales force, and sales had always enjoyed an influential and central role in the firm. Over the past decade, an increasing number of competitors had entered the arena as computer software and hardware providers. And as competition heated up, SalesSoft's sales cooled down, customer satisfaction began to deteriorate, and the interregional conflicts that became more commonplace appeared to compromise the efficiency and effectiveness of its sales force. The company acknowledged that cultural change was needed within the company in order for it to respond properly to the new market conditions, but it was not clear within the organization just what that change should be.

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