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TLMT313casestudy2 (1).doc - TEA AND MORE 1 Tea and More...

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TEA AND MORE 1 Tea and More: Towards Sustainable Growth
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TEA AND MORE 2 Tea and More: Towards Sustainable Growth What can we do about lost sales due to poor customer service by outside “contract.” sales staff? Foreign agreements must be paid to representatives based on revenue and sales. To maintain their motivation, these people are ranked according to their performance and therefore reward them. The most interesting offer can be to identify and compensate incremental costs for excellent suppliers. While plant growers produce, they should immediately fill in minimum sales. The funds earmarked to manage the unexpected external sales team will be used to cover the costs (Doyle and Bell, 2009). Unproductive producers are often preferred over other valuable products. This means they will not be less interested if a customer who supports the poor service is an unprotected product. Customers' personal sales in reasonable residential areas must be disposed of and have a central area serving remote areas. Moreover, every company in the digital age needs to have Internet skills. Instead of relying on unpredictable suppliers, the company has to encourage Web delivery from headquarters to remote areas in the region. Therefore, high transportation costs are low, so customers need to continue to answer the question online, and company fund vendors can manage directly. In addition, people with better outcomes can formally benefit from regular or officially integrated training sessions if they are regularly present. How can we restore the attractiveness and power of the TAM brand for major customers So they aren’t lured away by low-cost, low-quality competitors? Since TAM is the highest brand in the market, it is expected to offer high-quality tea at the top of the market (Doyle and Bell, 2009). The price must always be high to give them the extra thousands they will use to improve their products. The above is not transferred to the rest of the
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