served the end customers. Also in the liquor business personal relationship and trust mattered. Aggressive distributors were especially needed in Ukraine in order to convert the people from vodka and low end brews to premium beer.
Dmitri Brodsky was the commercial director of the subsidiary. Brodsky was expected to balance the young group of managers with his experience and maturity. Unfortunately Brodsky’s relationship with Keller was very much strained. Both Keller and Brodsky had conflicting styles of managing. Brodsky tended to be analytical and deliberate in his actions while Keller was action-oriented and used hands on approach to solve problems. Brodsky felt that Keller was intruding on the commercial department’s activities. Keller on the other hand felt that Brodsky’s formality and distance pervaded his dealings with his peers and subordinates as well as with customers, competitors and other outsiders. These thoughts were reflected in Keller’s First Annual Performance Evaluation of Brodsky. He had mentioned Brodsky of having low level of leadership and no personality. Brodsky gave a detailed list of his accomplishments during his first year in his memorandum and took issue with Keller’s criticism of his management style. Keller after his visit to Brazil had to provide Brodsky’s second performance evaluation. Keller was on a dilemma as finding a fine replacement for Brodsky was almost impossible and an appraisal had to be given to Brodsky to retain him in the company. He had to set a plan of action for improving Brodsky’s performance. PROBLEM IDENTIFICATION:
Conflicting styles of management was the underlying reason for the strained relationship. Keller wanted his subordinates to be quick to react to problems and follow hands on approach. He intervened in the functions of other departments as he felt each task had deviant effect on other departments too. This annoyed Brodsky as he felt that the autonomy of his departmental functions were affected and also defended his delegatory management style by arguing that it was essential for the development of his subordinates. PROBLEM DEFINITION: The strained relationship could cause havoc in the progress of the company. Keller has to find a suitable solution so that he can focus on general management functions. CRITERIA FOR ANALYSIS: The extent of relationship a Commercial Department Director was required to maintain with the distributors- as cited earlier the liquor business required maintaining an amicable relationship with the distributors as they established the final transactions with the end customers.
Skills required to manage a sales force- A motivated sales force was required to convert the Ukrainians from low end brews to premium beers.
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- Fall '19