John Humphreys

Zafar U. Ahmed

Mildred Pryor

As táticas do vendedor Chris “Fort” Knox ultrapassaram os limites?<a href="http://blogs.harvardbusiness.org/ics" target="_new"> Visite a versão interativa deste case</a> e adicione sua opinião.

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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

Reimpressão: R0905B Quando Chris Knox, um dos principais vendedores da Specialty Fleet Services, se voluntaria para cuidar dos negócios da Armadillo Gas &amp; Power, ele decide tentar uma nova abordagem. Afinal, ninguém mais da SFS teve sucesso com Dale Landry, CFO da Armadillo. Knox aparece no rancho de Landry, pede para fotografar seu amado touro, apresenta a foto como presente para a esposa de Landry e cria vários outros encontros antes de Landry descobrir que Knox é algo mais do que um jovem encantador. Pouco depois de revelar sua posição na SFS, Knox ganha a conta. O vice-presidente de vendas, Jeremy Silva, envia um e-mail para a equipe de vendas elogiando as manobras de Knox. Mas o vice-presidente de recursos humanos acha que Knox violou o código de ética da empresa. Knox merece uma reprimenda? Kirk O. Hanson, diretor executivo do Markkula Center for Applied Ethics, acredita que Knox se desviou não ao tentar compartilhar a paixão de um cliente em potencial, mas ao tratar os Landrys como um meio para atingir um fim — enganando-os e violando seu espaço pessoal ao longo do caminho. Há uma grande diferença entre enganar concorrentes e enganar clientes, explicam os consultores Don Peppers e Martha Rogers. A SFS precisa esclarecer essa diferença em seu código de ética, pedir desculpas a Landry e demitir Silva, que demonstrou ao apertar o botão “enviar” que não entende as políticas e os comportamentos que criam valor para os acionistas. James Borg, psicólogo de negócios e autor, argumenta que Knox não coagiu Landry a comprar os serviços da SFS, mas simplesmente chamou a atenção do CFO e deixou que suas técnicas persuasivas fizessem o resto. Enquanto a coerção e a manipulação satisfazem as necessidades de apenas uma parte, persuasão significa alcançar um resultado positivo em todos os aspectos — exatamente o que Knox conseguiu. A Armadillo adquiriu um produto superior e a SFS conquistou um novo cliente.

Touro de classe 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.

Touro de classe mundial

Resumo.

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