This paper is an organizational alteration plan designed to improve the public perception of Spartacus Galleries.
Written in 2001; 2,940 words; 12 sources; MLA; $ 86.95
Paper Summary:
This paper looks at Spartacus Galleries, a corporation which stands at the cusp of being "blacklisted" as a place of unsavory business practices and balderdash. This paper looks at theory, expected results, the organization's structure, hierarchy, resources, areas of activity and characteristics. It also looks at the product sold, its sellers, goals, objectives and how to achieve these goals. It then examines financial benefits, personnel benefits, broad based benefits, problems, and the reasons for the initiation of these changes. Different options both local and global are detailed, as is a plan of implementation and the different phases involved in achieving this goal. Personnel training, and how to overcome possible objections to the new plan for existing personnel are also discussed. The final area examined is client feedback to the new changes, and an overall assessment and evaluation of the content of the new changes that were introduced.
From the Paper:
" The consultants are given a set of selling guidelines to follow when they are hired. These guidelines are not being followed as the art consultants are in the practice of "closing the sale at all costs". The consultants promise unattainable options such as rush delivery for a birthday or a specific number so they will post higher numbers and generate more personal income. [Salas, A] When these conditions aren?t met by the other departments involved (i.e. shipping and receiving, allocation) the customer becomes irate. He often accuses the company of making false promises and not making good on their claims. Gifts, credits and charge backs are among the ways the customers are assuaged by the Customer Service department. These items come straight out of the gallery profit margin, Decreasing sales and harboring future growth."
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