The text discusses the need to find innovative solutions for replacing a skilled workforce that displays repetitive behavior. It centers on Konigsbrau's Ukrainian subsidiary, which is a Munich-based company renowned for its excellent beer production worldwide. The case revolves around Wolfgang Keller and Dmitri Brodsky, with Brodsky being in charge of the sales team and reporting directly to Keller.
Dealing with Brodsky's behavior has become a concern for Keller. Brodsky has a very reserved and formal approach, which is seen as inappropriate for the industry he is in. The company produces premium beers in an industry where the local people prefer vodka and low-end or home-made beers. To address this, the company has implemented strategies that focus on distributors who can reach direct consumer outlets and have a significant impact on sales.
Therefore, it i
...s necessary for company salespersons and officials to establish personal contacts with distributors and partake in informal gatherings. Brodsky possesses great expertise and experience but adopts a formal approach. He disagrees with Keller's belief that maintaining close relationships with distributors is important. Additionally, Brodsky does not adapt his behavior or business approach to align with the company's interests. Keller faces a challenging situation and has three alternatives.
Keller has three possible options to address the issue with Brodsky. The first option is to terminate his employment or withhold his annual salary increase, as both actions may have a similar impact. Another option is to provide Brodsky with additional support and assistance to help him improve his performance. Alternatively, Keller can restructure the company around Brodsky's shortcomings. Despite being reluctant to let Brodsky go due to
the difficulty in finding a replacement with his level of skill, Keller, as the decision maker for the company's operations in Ukraine, is responsible for making this decision. Vladimir Antonov, the former head of the company prior to its acquisition by Konigsbrau, handles external contacts.
Keller informs Vorstand Hans Haussler about his report, highlighting the issue that has arisen due to Brodsky's lack of confidence and enthusiasm for Keller's proposed strategy. Despite Keller's analysis of local circumstances and belief in the strategy's effectiveness, Brodsky does not share the same view. Keller acknowledges that this behavior from Brodsky is disadvantageous and should have been addressed properly. Considering Brodsky serves as the head of the sales force, it is likely that his subordinates will also not take the company's plans seriously if he lacks faith in them.
Keller has taken the initiative to contact Brodsky's subordinates or customers when Brodsky is absent from the office. This is necessary because similar situations have occurred in the past and Keller does not foresee any improvement. Therefore, prompt action is needed. As a senior member of the company, it is expected that Brodsky comprehends and endorses the company's vision. However, he chooses to engage in arguments during performance appraisals with the aim of enhancing his feedback. Based on my understanding of this situation, there are two potential approaches for resolving this issue.
To start with, it is advised to assign Brodsky a specific region and task him with creating a plan to improve short-term sales. It is essential for the company's performance to compare the effectiveness of his approach with Keller's suggested strategy. If there is no
improvement after the initial evaluation, Keller should involve Haussler in assessing Brodsky's performance and finding ways to boost sales.
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