Tough Call: Is Chuck worth it?
The leading salesperson at the company you've recently acquired is a major jerk, and others on your team want him gone, regardless of his sales volume. What would you do?
Tough Call: To buy or not to buy
Buying a company is a big step. But buying a company during a pandemic takes a leap of faith. What would you do?
Tough Call: The Peter Principle Problem
A newly-promoted employee is underperforming in his new role. What would you do?
Tough Call: Not a warehouse
A long-delayed project for a very important customer means you're left holding onto a serious amount of materials without the space to do so. What would you do?
Tough Call: Is the biggest fish worth it?
Securing the business of the biggest builder in your area could mean sacrificing your existing customers' needs. What would you do?
Tough Call: What if it costs too much to serve your best customer?
You were hired to perform a "cost to serve" analysis. Implementing your suggestions may just cost you your biggest customer.
Tough Call: The case of the side-stepped sales rep
One of your biggest builder customers is bypassing your salesperson and going straight to the vendor rep. What would you do?
Tough Call: Overworked and under pressure
Your sales are up, but your people are stressed and tired. How do you keep your team members from burning out while serving your growing customer base?
Tough Call: Too tough to be sick?
Your general manager views calling in sick as a sign of weakness—not common sense. What would you do?
Tough Call: Risk vs. Reward
A builder wants you to expand his credit so he can aggressively grow his business during this crisis. What would you do?