John Humphreys

Zafar U. Ahmed

Mildred Pryor

¿Las tácticas del vendedor Chris «Fort» Knox cruzaron la línea?<a href="http://blogs.harvardbusiness.org/ics" target="_new"> Visite la versión interactiva de este caso</a> y añada su opinión.

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Reprint: R0905B
When Chris Knox, a top salesperson at Specialty Fleet Services, volunteers to go after the business of Armadillo Gas &#038; Power, he decides to try a new approach. After all, no one else from SFS has succeeded with Dale Landry, Armadillo&#8217;s CFO. Knox shows up at Landry&#8217;s ranch, asks to photograph his beloved bull, presents the photo as a gift to Landry&#8217;s wife, and engineers several other encounters before Landry learns that Knox is anything more than a charming young man. Not long after he reveals his position at SFS, Knox wins the account. Sales VP Jeremy Silva e-mails the sales team, praising Knox&#8217;s maneuvers. But the human resources vice president thinks that Knox breached the company&#8217;s ethics code. Does Knox deserve a reprimand?
Kirk O. Hanson, the executive director of the Markkula Center for Applied Ethics, believes that Knox went astray not by trying to share a potential client&#8217;s passion but by treating the Landrys as a means to an end&#8212;deceiving them and violating their personal space along the way.
There&#8217;s a big difference between deceiving competitors and deceiving customers, explain consultants Don Peppers and Martha Rogers. SFS needs to clarify this difference in its ethics code, apologize to Landry, and fire Silva, who demonstrated in hitting the &#8220;send&#8221; button that he does not understand the policies and behaviors that build shareholder value.
James Borg, a business psychologist and author, argues that Knox didn&#8217;t coerce Landry into buying SFS&#8217;s services but instead simply got the CFO&#8217;s attention and let his persuasive techniques do the rest. Whereas coercion and manipulation satisfy the needs of only one party, persuasion is about achieving a positive outcome all around&#8212;exactly what Knox accomplished. Armadillo got a superior product, and SFS won a new customer.

World-Class Bull

Reimpresión: R0905B Cuando Chris Knox, uno de los principales vendedores de Specialty Fleet Services, se ofrece como voluntario para dedicarse al negocio de Armadillo Gas &amp; Power, decide probar un nuevo enfoque. Después de todo, nadie más de SFS ha tenido éxito con Dale Landry, el CFO de Armadillo. Knox se presenta en el rancho de Landry, pide fotografiar a su querido toro, regala la foto a la esposa de Landry y organiza varios otros encuentros antes de que Landry descubra que Knox es algo más que un joven encantador. Poco después de revelar su puesto en SFS, Knox gana la cuenta. El vicepresidente de ventas Jeremy Silva envía un correo electrónico al equipo de ventas elogiando las maniobras de Knox. Pero el vicepresidente de recursos humanos cree que Knox infringió el código de ética de la empresa. ¿Knox se merece una reprimenda? Kirk O. Hanson, director ejecutivo del Centro Markkula de Ética Aplicada, cree que Knox se extravió no por tratar de compartir la pasión de un posible cliente, sino por tratar a los Landry como un medio para lograr un fin, engañándolos y violando su espacio personal a lo largo del camino. Hay una gran diferencia entre engañar a la competencia y engañar a los clientes, explican los consultores Don Peppers y Martha Rogers. SFS necesita aclarar esta diferencia en su código de ética, pedir disculpas a Landry y despedir a Silva, quien al pulsar el botón de «enviar» demostró que no entiende las políticas y los comportamientos que generan valor para los accionistas. James Borg, psicólogo empresarial y autor, sostiene que Knox no obligó a Landry a comprar los servicios de SFS, sino que simplemente llamó la atención del director financiero y dejó que sus técnicas de persuasión se encargaran del resto. Mientras que la coerción y la manipulación satisfacen las necesidades de una sola parte, la persuasión consiste en lograr un resultado positivo en todos los sentidos, exactamente lo que Knox logró. Armadillo consiguió un producto superior y SFS ganó un nuevo cliente.

Toro de talla mundial

Reprint: R0905B When Chris Knox, a top salesperson at Specialty Fleet Services, volunteers to go after the business of Armadillo Gas & Power, he decides to try a new approach. After all, no one else from SFS has succeeded with Dale Landry, Armadillo’s CFO. Knox shows up at Landry’s ranch, asks to photograph his beloved bull, presents the photo as a gift to Landry’s wife, and engineers several other encounters before Landry learns that Knox is anything more than a charming young man. Not long after he reveals his position at SFS, Knox wins the account. Sales VP Jeremy Silva e-mails the sales team, praising Knox’s maneuvers. But the human resources vice president thinks that Knox breached the company’s ethics code. Does Knox deserve a reprimand? Kirk O. Hanson, the executive director of the Markkula Center for Applied Ethics, believes that Knox went astray not by trying to share a potential client’s passion but by treating the Landrys as a means to an end—deceiving them and violating their personal space along the way. There’s a big difference between deceiving competitors and deceiving customers, explain consultants Don Peppers and Martha Rogers. SFS needs to clarify this difference in its ethics code, apologize to Landry, and fire Silva, who demonstrated in hitting the “send” button that he does not understand the policies and behaviors that build shareholder value. James Borg, a business psychologist and author, argues that Knox didn’t coerce Landry into buying SFS’s services but instead simply got the CFO’s attention and let his persuasive techniques do the rest. Whereas coercion and manipulation satisfy the needs of only one party, persuasion is about achieving a positive outcome all around—exactly what Knox accomplished. Armadillo got a superior product, and SFS won a new customer.

Toro de talla mundial

Resumen.

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