Case problem 5
Company X has been operating in the transport services market for more than 10 years. The main activity is freight forwarding services.
The existing sales team is divided into 4 groups/modules. The head of each module has been working in the company since its inception. The module contains 7 employees, 1 manager, 5 managers working directly with clients, and 1 search engine. The search engine's task is to find new clients for the module.
After assessing the market potential and receiving data that many companies in the market are not the company’s clients, the director makes a decision on developing a sales team.
Considering development options, he decides not to recruit new sales employees into the existing modules, but to create another, 5th module.
When assessing possible candidates for the position of module manager, the director pays attention to those sales employees who are most effective in working with clients and have good organizational qualities. When choosing a candidate, the director wants to place the main emphasis on the employee’s professional ambitions and desire to develop.
Two employees are best suited for this position.
One of them is a customer service manager for one of the modules. Young, successful, conscientious, ambitious, but without experience in managing a team.
The second candidate is the head of one of the modules. Just like the first candidate, he is successful in his work, is a good module manager and ensures planned sales. He applied for the position of head of the new module himself, wanting to take part in the development of the company. This corresponds to his active life position.
The director is faced with a choice: who to assign the task of forming the module. Will the new module be able to quickly attract new customers? Will one additional module be enough to fully cover customers in the market?

1. What should the head of the company do in this situation. Who should be tasked with organizing a new sales module?
2. What other opportunities, besides developing a new sales module, can be used to increase market share?
Should the head of the company determine the rules under which clients must be searched in a specific region, or can the principle of a single territory for searching clients apply?

1. What should the head of the company do in this situation. Who should be tasked with organizing a new sales module?
2. What other opportunities, besides developing a new sales module, can be used to increase market share?
Should the head of the company determine the rules under which clients must be searched in a specific region, or can the principle of a single territory for searching clients apply?