Why did we Write this Book?

The idea for writing the original edition of this book evolved over several years and many conversations with colleagues and sales professionals. There was no single moment of creation; rather a series of conversations that ended with “Gee, I wish there was a book that combines a relevant and current model of professional selling with an introduction to the sales management skills needed for effective buyer–seller relationships.”

Our own review of the books in the Personal Selling and Sales Management areas has found no single source for a complete, holistic approach to selling that incorporates not only state-of-the-art sales methodology but also the knowledge base and skill sets necessary to manage such a critical area in the organization. A gap exists between the many Professional Selling books that provide a “drill-down” approach covering everything from A to Z (and back again) and Sales Management books that discuss in detail the many challenging issues involved in managing a sales force. As co-authors of Sales Force Management, 12th edition (Routledge/Taylor & Francis Group), we were already keenly aware of the depth of coverage in available Sales Management books around the world.

Our colleagues presented us with an interesting challenge: was it possible to create a book that combines full coverage of 21^st-Century professional selling processes with a basic look at sales management practices in a way that maximizes value and utility for both instructors and students? A key element in the challenge was to extend the knowledge of the selling process and incorporate new thinking on relationship building and value creation into a 21^st-Century selling model. Most importantly, we did not want to simply patch together a book about “selling with a little sales management sprinkled in.” Quite the contrary: our primary goal in writing Contemporary Selling, 5e: Building Relationships, Creating Value, as in the previous editions, was to create a single, comprehensive, and holistic source of information about the selling function in modern organizations. As you read the book, note that our approach is to link the process of selling (what salespeople do) with the process of managing salespeople (what sales managers do). In order to provide a pictorial representation of this linkage and to create an easily referenced thematic thread throughout the book, we have developed a “Model for Contemporary Selling” that serves as a road map all the way through. The model is introduced in chapter 1.

Building strong value-adding, and sustainable customer relationships is no longer optional—today it is required for long-term business success. As the importance of relationship management has grown, the selling function has become assimilated into the rest of the organization. Selling now is truly a “boardroom topic,” as companies realize that effective management of the contemporary selling process is a key to gaining overall competitive advantage. Thus, this book incorporates state-of-the-art sales practices and research to develop a comprehensive model of selling in the 21^st Century.

Who is the Audience for the Book?

The overarching theme of this book is enabling salespeople to build relationships and create value with customers. As such, the book has broad appeal and high value-added in sales-related courses. In addition, the book offers new opportunities for two distinct groups. First, many schools have only a limited number of courses in the sales area—often only one. As a consequence they are forced to choose between a Personal Selling course and a Sales Management course and almost always Personal Selling is the course chosen as it offers students the immediacy of developing skill sets necessary to be successful in selling. Unfortunately, students receive at best a limited understanding of how selling fits into the firm and (more importantly) of the unique challenges and issues managing the selling process. In our discussions with colleagues at many colleges and universities we consistently are told that our book offers a comprehensive approach to contemporary selling and a concurrent, integrated discussion of managing this process (i.e., sales management). Coverage of selling is in no way compromised in our book by including connections to managing sales—on the contrary, the selling coverage is preeminent but the supportive sales management aspects are quite useful toward student learning about the full scope of the sales field.

Second, you may have noticed (as we have) a growing trend in sales-related courses. More and more students who are not majors in marketing (or even in business) are taking courses in selling and sales management. This trend recognizes the inherent value of such courses to the personal growth and success of any student. As such, we believe Contemporary Selling, 5e: Building Relationships, Creating Value serves this emerging market very well in that it allows non-sales majors wanting a single sales-related course to fully benefit from a better understanding of the full scope of the sales arena.

In addition, the book is written to complement and enhance a variety of teaching approaches. Most importantly, Contemporary Selling, 5e: Building Relationships, Creating Value incorporates a comprehensive role-play series integrated with most chapters. Role-playing is one of the most used sales training tools by the top companies. Our end-of-chapter role plays are tied together throughout the book within a common threaded scenario that students will readily and enthusiastically identify with as they progress through the course. Beyond the role plays, a variety of other teaching enhancements are provided within the book. For instructors interested in a lecture/discussion format an abundance of material is presented in the chapters and reinforced in discussion questions at the end of each chapter. Learning objectives and key terms help focus students on the most important material. Mini-cases are included at the end of each chapter for instructors taking a more case-oriented approach. A variety of other features embedded within each chapter add value to the students’ experience in the course, including the boxed features Ethical Dilemma and Global Connection.

Structure of the Book

As we have discussed, the contemporary selling model employed within the book that is based on building relationships and creating value defines the connection between companies and customers in a new way. As a result, we have developed a framework that breaks down the selling process into three distinct yet interrelated components.

1. Part One: What is Contemporary Selling? (Chapters 1–5). The book begins with an introduction to contemporary selling and the environment in which this process takes place. The opening chapter introduces the Model for Contemporary Selling and demonstrates how it serves as a road map for the entire book and course. Next, in chapters 2 and 3, is a comprehensive discussion of two critical precursors to the selling process—understanding sellers and buyers and the concept of value creation, both of which are central to the buyer–seller relationship. In chapter 4 the important area of ethical and legal issues in selling is discussed. Finally, and this is new for the fifth edition, chapter 5 provides a comprehensive discussion of CRM, sales technologies, and sales analytics that have become such a critical component of salesperson success.
2. Part Two: Elements of the Contemporary Selling Process (Chapters 6–10). In this part, each of the elements in the contemporary selling process is identified and examined in detail. These include prospecting and sales call planning (chapter 6), communicating the sales message (chapter 7), negotiating for win-win solutions (chapter 8), closing the sale and follow-up (chapter 9), and salesperson self-management (chapter 10).
3. Part Three: Managing the Contemporary Selling Process (Chapters 11–14). Key to effectively implementing successful buyer–seller relationships is an understanding of the many issues involved in managing a sales force. The topics addressed include salesperson performance: behavior, motivation, and role perceptions; recruiting, selecting, and training salespeople; and compensating and evaluating salespeople. Part Three concludes with an in-depth discussion of the unique challenges and opportunities in a global selling environment.