Solution Identification Capstone Project

Excerpt from Capstone Project :

Solution Identification

To identify a solution, one must understand the nature of the problems. In addition to what has already been identified, it is worth noting that failure to reach the original objectives is not just an execution problem, but a problem with the objectives themselves. A 20% increase in sales would in most mature businesses be considered phenomenal in nature. So the failure to reach an unrealistic goal is hardly a failure at all; it was inevitable. So a starting point is to set realistic objectives before worrying about why they were not reached.

That said, there is more that the company can do. Never turning over bosses is another solution. One of the identified issues is that there was a new boss who took months to figure out how to do their job. That's not exactly professional caliber. In that case, if there are no professional caliber employees available it might have served the company well to ensure that the old boss never left.

Continuous Process Improvement

Rummler (2010) notes that "quality is a never ending quest and continuous process improvement is a never ending effort to discover and eliminate the main causes of problems." There are several objectives to a continuous process improvement program. These are to "reduce variation, remove activities that have no value to the organization and to improve customer satisfaction." So in sales, variation is no good. The sales people need to use the same techniques, the same scripts and definitely should never attempt to tailor the sales pitch to the individual customer. Customers hate having their individual needs recognized by sales people. It will totally increase customer satisfaction to read a script to them rather than engage them in a two-way dialogue. As for activities that have no value to the organization, those definitely need to be removed. Sales people should not be wasting time eliminating waste from their bodies while on company time -- new cameras will ensure that they are only performing functions that directly add profit to the shareholders. The old cameras didn't work because there clearly were not enough of them, and the employees have bad attitudes. Those attitudes can be remedied with tighter centralized control. Then the company can have continuous process improvement.

Do More with Less

The current staff is probably bloated. That is why they do not have good attitudes. Therefore, a culling is required. Capellon Pharmaceuticals needs to do more with less (Clark, 2010). There is no reason why cutting the sales force by 20% shouldn't allow the company to increase sales by 20%. Some of those cut are probably just dead weight -- not everybody is going to be a top performer. Basically what the company needs is to respond to customer demands…

Sources Used in Document:


Clark, D. (2010). Excellence. Big Dog and Little Dog's Performance Juxtaposition. Retrieved February 21, 2014 from

Rouda, R. & Kusy, M. (1995) Organizational development. Cal Tech. Retrieved February 21, 2014 from

Rouda, R. & Kusy, M. (1996). Managing change with large-scale, real-time interventions. Cal Tech . Retrieved February 21, 2014 from

Rummler, G. (2010). Continuous process improvement. Big Dog and Little Dog's Performance Juxtaposition. Retrieved February 21, 2014 from

Cite This Capstone Project:

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