學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Medicetra Medtech Company, Inc.
內容大綱
Medicetra MedTech Company is a dental equipment distributor and senior management is deciding whether to implement a new incentive compensation program for the sales force. For many years, Medicetra had paid salespeople only a fixed salary. Although the current plan of a straight salary seemed to be working favorably towards sales force retention salespeople had limited monetary incentives to sell more, as increased sales did not directly relate to increased pay. Management is leaning towards a change to a variable compensation plan that links performance with pay and is considering three options: 1) commission; 2) quota-bonus; and 3) commission plus quota-bonus plans. Which compensation plan would induce behavioral changes that would lead to better sales force performance but, at the same time, would appear fair to other employees?