(new customers). The Pacific Coast District ranks 12th among the 15 districts in this category.
The main observation made while interning at the district was the shortage of
dairy management consultants at the time and the high turnover rate they were having in their sales force. One reason for the turn over is that the excellent training they receive makes them very desirable in the market and different companies recruit them and offer them bigger salaries and responsibilities. Others go out and open their own business as private consultants. A third reason for the turnover is that, as it occurs in many companies, the sales people are relocated to other areas or move up in the company.
Unfortunately, this is very difficult for customers to take since they have to train and get used to each different representative that comes along. Not all of them understand that the reason for the turnover is not always because of problems with the company but rather, due to advancement of the representatives' careers. For this reason, it is important for the district to find ways to keep its people longer and well compensated to reduce this problem.
Some of the other weaknesses are due to the reputation the company has made for itself in the past. To begin with, the company does not have the long tradition in the area that some of its competitors have. Furthermore, there seems to be a perception of unreasonably high pricing that lingers in the market from the past. Since Cargill, as of yet, has a limited market share, their presence is not big enough to change this perception quickly over the entire marketplace. This is a barrier that the consultants must overcome and clarify, especially now that Cargill is dealing more with value-added products and services. I t will be crucial to make sure the customer recognizes the value.
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