International Journal of Business and Social Science

ISSN 2219-1933 (Print), 2219-6021 (Online) DOI: 10.30845/ijbss

Better Buy Case: Managing a Sales Process
Danilo Sirias, Stacie Krupp, Megan Biskup

Better Buy1 is a real estate development firm that purchases prime real estate in large cities, upgrades and repositions those buildings, and then sells (not leases) spaces within the building to large, prestigious companies in the area. Even though Better Buy is growing, Roger, one of the commercial real estate developers, couldn’t help but wonder if there is a more effective way to manage their sales force. Currently, “managing” the sales process is done through a mixture of loose notes, spreadsheets and inefficient meetings. Roger is also concerned with the communication (or lack thereof) that is taking place between his sales team and the clients. His team should be staying on top of these types of things, shouldn’t they? After all, who knows how many customers have been neglected and lost? Finally, what about the lag time when a sales person is waiting to hear back from a client? Should that be managed differently? Something within this process needs to change quickly if Better Buy is to achieve its target sales. Roger believes he could develop a better way to manage their sales process, which would benefit not only the sales force but the customers as well. Better Buy has a pretty good sense of their sales process but no system to manage it or to evaluate its effectiveness. The problem is - where to begin.

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