You are the manager of an independent high street shoe store, specializing in fashionable shoes for

You are the manager of an
independent high street shoe store, specializing in fashionable shoes for men
and women Your staff comprises a small team of eight salespeople who all take
part in selling shoes, checking and maintaining stock, and processing sales and
orders You run a pretty successful operation, but there is intense competition
from major shoe-store chains as well as one or two other independent stores in
the city where you are located To motivate your staff, a couple of years ago
you introduced an incentive scheme that gives employees 5% commission on
everything they sell This has worked pretty well-the store has maintained
profitability and the employees are all fairly well paid

You have recently hired a new
salesperson, Lola, who has made quite an impact on sales She not only seems to
be enjoying a great deal of success selling shoes, but she has also proved to
be popular with everyone in the store, including the customers Since she has
arrived, though, Lola has also been giving you some cause for concern Although
no one has complained about her, you have noticed that, at times, some of her
successful sales techniques do not always involve her being completely
truthful

For example, on one occasion last
week you noticed that she was serving a customer who was plainly unsure whether
to purchase a particular pair of shoes Lola obviously thought the shoes suited
the woman, but to create a little more urgency, she said that the model the
woman was interested in was the last pair in stock and that she did not think
the store would be able to get any more for another month However, you knew
for certain that there were at least five or six pairs in the stockroom, and
that reordering when they were sold cut should only take a week Still, the customer
eventually decided to buy the shoes, and once she had made the decision she
seemed delighted with them

Then yesterday, Lola was serving
a man who obviously wanted a particular pair of shoes that he had seen in the
window She asked him his size (which was 43) but when she got to the storeroom
she discovered that there was only a 42 and a 44 in stock She asked you if you
knew whether there was a 43 anywhere but you had to tell her no-you had sold
the last pair yourself only the day before Undeterred, Lola picked up both the
42 and the 44 and took the shoes back out to the man Giving him the 42 first,
she said to him that the company did not sell ‘odd’ sizes and they only came in
42 and 44 The customer tried on the 42, but obviously found them too small
While he was doing this though, Lola took out the 44 and carefully placed an
additional insole in the bottom of the shoe ‘Give this a go,’ she said handing
the shoes to the man, This should do the trick’ To his delight, they fitted
fine and he said he would take them At this point, Lola mentioned that because
the manufacturer did not do ‘odd’ sizes, she had put insoles into the shoes,
which would cost an additional €3 Still pleased with the shoes, the man said
fine and paid for both the shoes and the insoles

You were unsure what to do about
the situation Although the customers seemed pleased with their purchases, Lola
was clearly lying to them Would there be any long-term repercussions of such
practices? And what would the rest of the tear think about it? Would they start
copying Lola’s successful sales techniques?

1 What are the arguments for and against
Lola’s actions?

2 Do you think such practices are common in
sales situations? What would you think if you were a co-worker or a customer of
Lola’s?

3 To what extent do you think your
incentive scheme has contributed to Lola’s actions?

4 How would you approach this situation as
Lola’s manager?

articles on the topic(APA referencing) Please refer to5-10 articles in totalwhen answering the questionsTotal word count is 800