美国维克森林大学论文代写：谷酒厂
谷酒厂目前的组织架构是以客户为基础的销售结构。一个是安全部门和其他幸运的α-β分。该部门的销售人员提供服务，艾伯森和卡拉食品。当销售代表被分配到一个类别的帐户，他将能够产生更有效的输出，因为他可以集中在该类的需求和要求。在山谷的酒厂销售代表的部门已经在做3组；（一）酒和酒吧，（b）餐厅、度假村、酒店、旅馆和（C）连锁店。销售结构的另一个有效的方面是谷酒厂定义的性别标准的三种类型的销售类，增加了销售的有效性公司
谷酒厂正在通过分销商销售。其中经销商谷酒厂拥有50%家经销商。分销商包括白酒类商店、酒吧、餐馆、度假村、酒店、旅馆和连锁店。其中，连锁店是谷酒厂的主要客户。一致的质量和最低的产品价格是进步的关键谷酒厂。公司拥有严格而完善的质量管理体系，自1933以来，他们对葡萄酒和蒸馏酒的质量不妥协。谷酒厂的第二个关键点是他们的定价。他们以市场上最低的价格向顾客收费。他们热衷于保持瓶子内的产品质量而不是展示瓶子。
在经销商业绩受到质疑的情况下，正向整合有利于谷酒厂。一个描述的情况下，购买三藩经销商在该地区销售业绩的巨大增长增加销售代表的数量从15到50。这与高周转率缺乏经验没有直接关系。但向前整合可以是非常有用的间接延长员工的工作/经验的时期，尤其是销售代表。销售代表绩效评估可以集中和警觉。Pat Waller应该去购买更多的分销商和经销商业绩密切监控外包。
美国维克森林大学论文代写：谷酒厂
The current organizational chart of Valley Winery is customer division based sales structure. One is Safeway division and the other is Lucky-Alpha Beta division. Safeway division’s sale reps provide services to Albertson’s and Cala Foods. When sales rep is assigned to one class of accounts he would be able to produce more effective output as he can concentrate on the demands and requirements of that class. The division of sales reps in Valley Winery has been done in 3 groups; (a) liquors and bars, (b) restaurants, resorts, hotels and motels and (c) chain stores. Another effective aspect of sales structure is Valley Winery’s well-defined gender criteria for the three types of sales classes which add to the effectiveness in sales of the company.
Valley Winery is selling through the distributors. Among the distributors Valley Winery owns 50% distributors. Its distributors include Liquor stores, bars, restaurants, resorts, hotels, motels and chain stores. Among all, chain stores are the major accounts of Valley Winery. Consistent quality and minimum prices of the products is the key to progress for Valley Winery. The company has a strict and well-performing quality management system due to which they do not compromise on the quality of wines and distilled spirits since 1933. The second major key point of Valley Winery is their pricing. They charge their customers with minimum rates in the market. They are keen to maintain the quality of the product inside the bottle instead of presentation of bottle.
Forward integration is helpful for Valley Winery in the case where performance of distributor has been put into question. A described in the case, purchasing the San Francisco distributor made a gigantic increase in the performance of sales in this area by increasing number of sales reps from 15 to 50. This is not directly related to the case of lack of experience due to high turnover. But forward integration can be extremely useful indirectly to prolong the job period/experience of the employees, especially sales reps. Performance of sales rep can be focused and evaluated watchfully. Pat Waller should go towards purchasing more and more distributors and monitoring the performance of outsourced distributors closely.
