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This case serves as an introduction to field sales management. A manager must address three sales representatives' ingrained behaviors in order to implement a major shift in marketing strategy. Students should recognize the nature of the "man-in-the-middle" squeeze: the manager caught between the pressure of implementing a new strategy from the top and the resistance to change from the bottom.

A medical supplies sales representative discusses how to identify potential managers and what he considers to be an organization's responsibility for developing its people. This interview offers students an intimate view of how an outstanding salesman thinks and feels about himself, his job, his company, and what motivates him.

Furthers understanding of, and familiarity with, nonfinancial incentives. Describes major elements that go into making a high-performance sales force; the practices, policies, and philosophies that are revealed about ways to motivate people provide a basis for discussion. Also gives the instructor an opportunity to teach students about the unexciting but necessary side of managing a sales force with its quotas, contests, and sales standings.