Finally, Frye must facilitate establishing the collective identity and goals of the sales team. Though there will be an increased focus on performance, Frye's process must still allow individuals to have some discretion for decision making. For example, Frye's strategy should permit representatives to call on a few select smaller accounts (and have the DSMs enforce that it is truly only a handful) if the sales representative believes that the account is a growing one that will become a significant customer down the road. Furthermore, as the sales representatives seem to be working long days currently, perhaps the new process can obligate sales representatives to call on larger accounts during normal working hours, but allow them to still service smaller accounts after normal working hours, if so inclined.
Through this series of specific actions, Frye should be able to successfully implement the proposed call pattern strategy change. After a successful launch in the titanium products division, Frye can launch similar processes in other divisions, ultimately helping to deliver even more superior results to Quaker Steel and its stakeholders.
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