Maybeline Functional Interactive Reporting of Sales Activity

¶ … Maybeline

Functional interactive reporting of sales activity -- a field-central-field model of marketing and sales communication structure for Maybeline.

Summary of the Case - Maybeline corporation is one of the world leaders in cosmetic sales, and thus has the need for hundreds of sales staff (merchandising representatives) who must visit retail outlets in order to stock product, close deals on new and special merchandising programs, and keep Maybeline products ahead of the competition. Because of the large number of sales staff, coupled with the number and type of accounts visited daily by the sales people, the home office has the need for timely and accurate information in order to make business decisions that involve fiscal and manufacturing projections.

One early menu-driven system was found to be far too inflexible and lacking in robust information to be of much use. A second system, more interactive, more flexible, and far more robust in data collection, called the MSP (Merchandising Sales Portfolio). This new system allows for a more real-time look at each store's inventory at the time of visit, sales made, competitive information, as well as a more appropriate communication model between home office and the field. The new system has the added benefit of reducing the time spent on the reporting aspect of the sales person's job, as well as provide a stronger and more flexible relationship with retail stores.

Statement of the Problem -- Timely and accurate field-central-field communication was severely lacking within the Maybeline field sales structure. Field personnel were frustrated because they were required to submit lengthy reports at the end of their day, cutting dramatically into their small amount of free time in the evening, which had a deleterious effect on morale. In addition, the data received at the home office was of marginal value at times because it was: a) out of date, b) incomplete, c) so generic it had not statistical value, and d) so dated that by the time management acted on issues, field had already gone past the actual need. Because of this lack of communication and frustration, productivity was down, money was likely left on the table, and while sales remained steady, Maybeline could see competitors edging in at retailers, and knew there was a technological solution available.

Proposing a Solution- Timely, accurate, and vital sales information is absolutely critical in the contemporary competitive environment. Without the appropriate information, the sales force is not effective because they lack crucial information revolving in their own territory. Sales management is unable to react to trends, competitive advances, and even individual sales issues without a robust reporting structure that provides real time data. In addition, linking this data to the operations and accounting sides allows for a greater integration of both strategic and tactical planning; saving money and providing greater inventory control and ultimately customer satisfaction. The solution, of course, is harnessing the power of the Internet and electronic communication to make the process of interagency communication seamless. There are numerous formats for this, but the key element is the structure and nature of using the communication system to provide the needed information on a time sensitive basis (Dynamacs, 2008).

Learning Applications -- Essentially, the issue with Maybeline was one of communication. There was a lack of seamless communication between the field-central-field model, representatives were unable to garner essential information about their sales calls prior to initiating them, and the home office was unable to gather the needed data in order to support strategic decisions. This was solved by implementing a system that allowed for both sides to provide needed data on a daily (if not multiple times per day) basis that would flow into larger data systems and support business decisions.

Two important terms are necessary to help define group communication: interpersonal communication and group communication/interaction (this can occur between small, medium, and large sized groups).Interpersonal communication is the manner in which associations exist between individuals. These relationships involve interdependence, but also influences, and impact. Group communication mixed interpersonal communications with social clustering and more robust interactions (Beebe and Masterson, 2006).

Individual, or interpersonal communication, is dependent on many factors, including the willingness of people to share information and talk about their wants and desires, and the skills people have or do not have when it comes to relaying information to others. Interpersonal communications can be defined many ways, but most effectively it involves the interactions and communications that occur between people that work, live or associate with each other. These people typically include the communications one has with people they are familiar with or know well, or may see on a daily basis. Effective interpersonal communication is critical whether it involves a family's communications, or the communication that occurs between colleagues, clients, or in the managerial/employee relationship vector. When people learn how to communicate, people are more likely to share information they need or may find useful. People also form better relationships when they learn the fine art of interpersonal communication and active listening (Wood, 2009).