Kramer Pharmaceuticals Case Study

1. I believe that within the case at hand, overall, the problem Kramer is facing is a fundamental failure on behalf of management at Kramer and not Marsh himself. From the commencement of Marsh’s time served at Kramer, his records and performance evaluations reflected nothing short of excellent. His individual reports indicated, more specifically, that he was a hard, loyal and dedicated worker, more than well received by both physicians and hospitals, he was anxious to excel, was appreciative and willing to follow suggested orders, and expressed great cooperation with fellow employees up and down the chain of command. Yet I personally believe that the slow demise of Marsh’s performance within Kramer lies on management. Over the course of Marsh’s service at Kramer there must have been at least a half dozen changes in management, more specifically, changes in the direct supervisor of Marsh. This incessant and consistent altering of Marsh’s supervisor ultimately led to a massive failure on behalf of Kramer’s management, which in turn, directly affected Marsh’s performance and respective evaluations along the way.

2. In terms of evaluating Marsh’s performance at Kramer, I personally believe that he did quite well. As noted above, while working under John Meredith, I agree that Marsh was a hard, loyal and dedicated worker, more than well received by both physicians and hospitals, he was anxious to excel, was appreciative and willing to follow suggested orders, and expressed great cooperation with fellow employees up and down the chain of command. Despite the fact that some of the latter supervisors reported poor performance evaluations which required notes for further action to be taken, I still believe the favorable aspects of Marsh’s performance over the course of his time spent at Kramer shine brighter than the minor areas noted for improvement.

3. Evaluating Kramer’s sales management and its organizational selling, using Marsh as an illustrating example, I...