Index

• 360-degree feedback 426–429
• 3M 13, 115–116, 126, 208
• 80:20 principle 171, 182, 323

• account analysis 167
• account development and servicing ratios 410, 414–415
• account management policies, and prospecting 46
• account penetration ratio 410, 414
• account planning 167–169
• account share 410, 414–415
• accountability of sales force 76
• accounting systems: activity-based costing (ABC) 379–381; contribution margin approach 375, 377–379, 380, 397; and cost analysis 375; full cost approach 375–379, 397
• accounts: classification of 167, 170; as a measure of performance 411; performance ratios 410, 414–415
• accuracy of expectancy estimates 225–227
• accuracy of instrumentality estimates 228–229
• active accounts, as a measure of performance 411
• activity quotas 154, 155, 156
• activity-based costing (ABC) 379–381, 397
• adaptive selling 38
• Adobe 427, 428
• advertising: cost analysis 385, 388, 390–391; for recruitment and selection 293
• age: and recruitment/selection 305; and salesperson performance 261, 263, 264
• Age Discrimination in Employment Act (1967) 304
• agents 109–113; in recruitment and selection 293–294
• Alderfer, Clayton P. 233
• alpha dogs 238
• altruism 200, 201
• Amazon 20, 264
• American Airlines 51–52, 55, 87
• Americans with Disabilities Act 300, 304
• analysis and refinement 71, 72
• analyzer strategy 80, 82
• Anheuser-Busch 44
• antitrust laws 12, 14
• Apple 2, 109, 208, 321, 325
• application blanks 297, 305
• appraisals: effectiveness of 429; see also performance evaluation
• apps: personal image/dress 265; and sales training 325; social CRM (customer relationship management) systems 4; use in selling 3, 69, 208
• aptitude tests 267, 301, 302; equality issues 13
• aptitude, and salesperson performance 194, 196, 218; meta-analysis 256–257, 261–262, 267
• arrests/convictions, and recruitment/selection 305
• artificial intelligence 43, 294
• asset turnover rate (ROAM calculation) 394, 395
• attribution theory 224, 407, 408
• autonomy 32–33
• average order size ratio 410, 414

• background/experience, and salesperson performance 261, 265–266
• Bank of America 374
• bankruptcy, and recruitment/selection 305
• BARS (behavioral anchored rating scale) system 418, 423–426
• basic control units 162–166
• behavior 406–407
• benefits packages 341, 342
• Bezos, Jeff 20
• bias: in interviews 299; in performance evaluation 416, 422, 424
• Biden, Joe 299
• bids 56
• big data 74
• blind ads (recruitment and selection) 293
• Blue Rhino 13
• Bluetooth speakers 206
• Boeing 92, 174
• “Boiler Room” (film) 32
• bonus payments 151, 340–341
• boundary position of salespeople 206–207
• Brady, Debbie 321
• brands, salespeople’s identification with 246
• breakdown method 157–158
• bribery 16
• buildup method 158–161
• burnout 242
• business etiquette 265
• business-to-business (B2B) selling 43; categories of 270; classification of jobs 43–44; closing the sale 50; motivation 231; personality variables 267; supervision of 246–247; telemarketing 119; territory demand 150; see also organizational buying process
• business-to-consumer (B2C) selling 42–43; telemarketing 119
• buyer behavior 57
• buyers (buying center role) 52
• buyers’ intentions method of sales forecasting 141, 142
• buying centers 50–54, 123–124
• buying power index (BPI) 150, 178
• buying process 29; organizational buying centers 50–54; organizational buying decision stages 54–58; organizational buying situations 58–59

• call activity or productivity ratios 410, 415
• call rate 412
• Callidus 346
• calls: call frequency 159, 168; call length 159; call rates 168; cost of 42; sales call anxiety (SCA) 326
• calls per account ratio 410, 415
• calls per day ratio 410, 415
• career development 32, 34–35, 36, 353–354
• career stages, and motivation 233, 238–239; disengagement stage 239, 240, 241–242, 243; establishment stage 239, 240–241, 243; exploration stage 239, 243; maintenance stage 239, 241, 243; plateaued salespeople 241–242, 244
• careers in selling 30–32, 59–60; job factors and sales activities 39–42; key success factors 36–39; rewarding nature of 32–35; types of selling jobs 42–44
• category management programs 97
• Caterpillar Inc. 11–12, 323, 325–326
• Chally group Worldwide 270
• channel support 40
• Cisco Systems 126, 209
• civic virtue 200, 201
• Civil Rights Act (1866) 304
• Civil Rights Act (1964) 263, 303, 304, 306
• Claritas 166
• classification: of accounts 167, 170; of customers 158–159
• classroom training 326, 328
• Clayton Act 14
• closer (B2B category) 270
• closing the sale 49–50; closing skills 39
• co-marketing alliances 125
• cold canvassing 45, 47
• commercial bribery 16
• commission 340–341, 342; combination plans 341, 342, 343, 345–349; and motivation 230; straight commission plans 151, 342, 343, 344–345, 346; variable commission rate 344
• commitment stage of customer relationship 92–93
• commodity products 57
• communications 317, 322; innovation in 209; marketing 93–95, 96, 97; peer-to-peer 327; skills 39, 255, 259; Skype 327; social media 129; technologies 14, 128–129, 327; verbal skills 39
• community service 33
• company identity 79
• company orientation, and sales training 322–323
• comparative analysis, in sales analysis 172–173
• compensation plans 247–248, 363; changing 362; ensuring success of 357–360; expense accounts 354–357, 363; level and mix of compensation 360–362; nonfinancial rewards 353–354, 363; overview 339–341; recognition programs 354, 355, 363; sales contests 341, 342, 349, 350–353, 363; software 346; types of 341–350
• competition: antitrust laws 12; external environment 11–12; unfair 14
• competitors: knowledge of products 322; recruitment of sales force from 293
• complaints 90–91
• composite method of sales forecasting 141, 142
• computer activities 40
• concentration ratio (80:20 principle) 171, 182
• confidentiality, of customer information 71
• Connecticut Business Systems 258
• connectivity (job factor) 41
• conscientiousness 200, 201
• consultant (B2B category) 270
• consultants, and recruitment and selection 282
• consumer buyer behavior 57
• consumer credit agreements, consumer protection laws 14
• consumer protection laws 12–13, 14
• contribution as a percentage of sales (ROAM calculations) 394, 395
• contribution margin approach to cost analysis 375, 377–379, 380, 397
• controller (buying center role) 52
• cooling-off laws (consumer protection) 14
• cooperative behavior 267–268
• corporate culture 18–19
• cost analysis 373–375, 397; activity-based costing (ABC) 379–381, 397; contribution margin approach 375, 377–379, 380, 397; full cost approach 375–377, 378–379, 397; Hurricane Performance Bicycle Company example 384, 387–397; procedure 381–384; return on assets managed (ROAM) 394–396, 397
• cost comparison, internal sales force and independent agents 111–112
• cost objects 379
• cost of sales calls 42
• cost per call ratio 410, 414
• counties, as basic control units 164–165
• County and City Data Book 164
• COVID-19 35, 55, 207, 362
• credibility, in sales training 317–320
• credit department 128; qualifying the prospect 47–48
• Crest 3D White 55
• criteria, evaluation and selection of suppliers 57
• critical incidents 425
• critical success factors (CSFs) 424
• CRM (customer relationship management) 3–4, 65–70, 100; and 360-degree feedback 426–427; and compensation plans 359, 360; and competition intelligence 12; ethical issues 71; failures in 73; as information source for sales analysis 174; insights into consumers and markets 75–77; Oracle’s Siebel CRM application 359; and performance evaluation 412, 427; process cycle 70–72; relationship-based enterprise 72–73; and sales manager decision making 73–75; social CRM 4; telemarketing 120; see also customer relationships
• cross-selling 91–92, 124
• cultural differences 259
• cultural environment 15–16
• culture, in global selling 7, 200, 259
• customer acquisition (CRM objective) 68–69
• customer delight 90
• customer interaction 70, 71, 72, 327
• customer loyalty 69, 70, 89, 92; and feedback 98–99
• customer marketing 67, 68
• customer orientation 66
• customer profitability (CRM objective) 68–69
• customer relationships: as a driver of change 30; maintenance and management of 37; opening the relationship 46–47; and sales training 315; and selling 88–93; servicing the account 50; trust in 38, 89–90; see also CRM (customer relationship management)
• customer retention (CRM objective) 68–69
• customer satisfaction: and compensation plans 359; and feedback 98–99
• customer segmentation 75
• customer service department 90
• customer similarity 264–265
• customer type, sales organization by 117–118
• customer value 69, 70, 75, 374
• customer-centric culture 66, 77
• customers 72; classification of 158–159; internal 428; lifetime value of 374; as source of recruits 292
• cyclical factors (time series) 147–148

• data mining 70
• data warehousing 70
• Death of a Salesman (Miller) 31
• deciders (buying center role) 52
• decision making: role of CRM-driven data analytics 73–75; sales force 76
• decomposition 147–148
• defender strategy 80, 82
• delivery 40, 90, 128
• Dell Corporation: Internet recruitment 295; job description example 284–285, 287
• Dell EMC Corporation 37
• Delphi technique method of sales forecasting 142–144
• demarketing 17
• demographic characteristics, and motivation 234
• demographic trends, U.S. 15
• demographic variables, and salesperson performance 261, 263
• demonstration, in sales presentations 49, 94
• derived demand 55
• detailers 44
• developmental salespeople 118
• differentiation strategy 80, 82
• direct costs 375, 376–377, 385
• direct reimbursement plans (expense accounts) 355–356
• direct selling, cost analysis 388, 389
• disability: and recruitment/selection 304, 305; and salesperson performance 264
• discounts 326
• discrimination: in prices or services 14; in selection tests 302, 303–305
• distinctive competencies 80
• distribution: Amazon 20; Blue Rhino 13; external environment 11; and the marketing communication mix 96–97
• distributors, use of in new markets 19
• diversity 261, 263–264
• division of labor 106–107, 129
• Do Not Call Registry 119
• door-to-door salespeople, licensing of 14
• draw/drawing account 345
• dress 265

• earnings opportunity ratio 248
• economic environment 10–12
• ECR (efficient consumer response) systems 3, 97–98
• EDI (electronic data interchange) systems 3
• Education Development Center 327
• educational activities 40
• educational institutions, in recruitment and selection 294–295
• educational level, and salesperson performance 261, 266
• effectiveness, and performance evaluation 406–409
• electronic training methods 329–330
• EMC Corporation 37
• emotional intelligence 268
• empathy 66
• empirical-based methods of estimating sales calls 168
• employment agents, in recruitment and selection 293–294
• end-user consumers 42–43; see also business-to-consumer (B2C) selling
• energy shortages 16–17
• enterprise resource planning (ERP) systems 174, 176
• entertaining 40
• enthusiasm 258
• environmental conditions, and motivation 227, 244–245
• environmental factors 9–10, 21; external environment 10–17; internal environment 18–20
• environmental impact assessments 17
• equal employment opportunity laws 12, 13, 303, 304
• equal opportunities 261, 263–264; and recruitment/selection 287, 303–305, 306
• Equal Opportunity Commission 263
• ethics 6; and autonomy 33; and corporate culture 19; CRM (customer relationship management) 71; of indirect costs 385; meaning and timing of sales 349; and the natural environment 17; performance evaluation 426; personal interviews 299; recruitment and selection 293; role stress 213; and sales quotas 153; and sales training 324; social and cultural environment 15–16; and telemarketing 119; work-family conflict 240
• European Economic Community, recycling laws 17
• evaluation: sales analysis 172–173; sales programs 8, 21; see also performance evaluation
• exchange rates 11
• existence, relatedness, and growth theory (Alderfer) 233
• exit interviews 288
• expansion stage of customer relationship 91–92
• expectancies 197, 225–228, 232; and career stages 238, 240, 243; and organizational variables 246, 247; and personal characteristics 232, 234, 235, 236, 237–238
• expectancy theory, and motivation 224–232
• expectations: in customer relationship 90; of salesperson’s role 204, 210
• expense accounts 354–357, 363; and fraud 387
• expense ratio 410, 413–414
• expenses: and cost analysis 376, 381; as a measure of performance 412–413
• exploration stage of customer relationship 89–91
• exponential smoothing 145–147
• external environment 10, 11, 21; competition 11–12; economic environment 10–12; legal/political environment 12–13; natural environment 16–17; social and cultural environment 15–16; technological environment 13–14
• external sources: for recruitment and selection 290, 292–296; for sales training 313, 326–327
• extraversion 267
• extrinsic motivation 231
• extrinsic rewards 34, 201
• extrinsic satisfaction 203, 218

• Facebook 264, 296
• Fair Employment Opportunity Act (1972) 304
• Fair Packaging and Labeling Act 14
• FASB accounting reporting standards 349
• Federal Trade Commission Act 14
• feedback: 360-degree feedback 426–429; and customer satisfaction 98–99; suppliers 58
• filters (gatekeepers) 51–52
• financial quotas 154–157
• financial resources, internal (organizational) environment 19
• financial rewards 32, 34; and motivation 230, 231, 234, 240, 241, 243, 244, 247–248; see also rewards
• financial status, and recruitment/selection 305
• firing, of customers 70
• flexibility 113
• focus (niche) strategy 80, 82
• follow-up skills 37
• Ford Motor Company 55, 56
• forecasting see sales forecasting
• formalization 66
• formulation of a sales program 8, 21, 27–28
• fraud, expense accounts 387
• full cost approach to cost analysis 375–379, 397
• full-line forcing 91
• full-line selling 91
• functional cost analysis 83, 385–386, 387, 388
• functional relationships 86, 87–88
• fundamental attribution error 408

• gatekeepers (buyer center role) 51–52
• gender: and recruitment/selection 305; and salesperson performance 261, 263–264
• General Electric 80
• general expenses 376
• generational (job factor) 41
• generic strategies 80, 82
• geodemographic areas, as basic units of control 166
• geographic organization of sales force 113–115
• geographical analysis, basic control units 162–166
• Germany 259
• Gerstner, Lou 99
• gifts, and bribery 16
• Gillette 19
• GIS (geographic information systems) 166
• Glengarry Glen Ross (Mamet) 31
• global (job factor) 41
• globalization 5–6, 7; and sales skills 200
• goals 80; internal (organizational) environment 18–19
• Google for Jobs 294
• GoldMine 412
• Goldstein, Len 59
• Green River Ordinances 14

• halo effect 418
• Harley-Davidson 92
• Heider, Fritz 408
• height, and recruitment/selection 305
• Herzberg, Frederick 233
• hierarchical sales analysis 177–183
• hierarchy of needs (Maslow) 233
• Hiring Quiz 280–281
• horizontal sales organization structures 105, 107, 108–121, 131–132
• Horngren, Charles R. 383
• “hot buttons” 352
• how-to articles 47
• HP (Hewlett Packard) 9–10
• human resources 19
• Hurricane Performance Bicycle Company cost analysis example 384, 388, 392
• Hyundai 80

• IBM: and sales training 329; top-to-top selling 99
• iceberg principle 181–183
• implementation of a sales program 8, 21, 191–192
• inbound telemarketing 45–46
• incentives 247–248; benefits packages 341, 342; combination plans 341, 342, 343, 345–349; expense accounts 354–357, 363; incentive ceilings 347–348; nonfinancial rewards 353–354, 363; outsourcing 340, 341; overview 339–341; and quotas 151; recognition programs 354, 355, 363; sales contests 341, 342, 349, 350–353, 363; straight commission plans 341, 342, 343, 344–345, 346; see also compensation plans; rewards
• incremental method 161–162
• Indeed.com 294
• indirect costs 376–377, 379, 385; ethics of 385
• industrial selling see business-to-business (B2B) selling
• industry orientation, and sales training 322–323
• influencers (buyer center role) 51
• information: and competition strategy 12; GIS (geographic information systems) 166; importance of 137–138; market opportunity analysis 138–139; sales analysis for managerial decisions 171–183; sales force size 157–162; sales forecasting 137–138; 139–149; sales quotas 138, 139, 140, 150–157; sales territory design 162–171; sources for sales analysis 174–175; territory estimates 149–150
• information technology (IT) see technology
• initiators (buyer center role) 51, 59
• innovation 2–3; salesperson’s role in 209
• input measures of performance 409, 411–413
• institutions, selling to 43
• instrumentalities 224, 225, 228–230, 232; and career stages 239, 240, 241, 243; and organizational variables 246, 247; and personal characteristics 232, 234, 235, 236, 237
• integrated marketing communication (IMC) strategy 93
• intelligence: intelligence tests 300, 302; and motivation 235
• internal (organizational) environment 18, 21; financial resources 19; goals, objectives, and culture 18–19; human resources 19; production and supply chain capabilities 19–20; R&D and technological capabilities 20; service capabilities 20
• internal customers 428
• internal locus of control 235
• internal partnering 78–79
• internal sources, for recruitment and selection 290–292
• Internet: and lead generation 46; recruitment and selection 290, 295–296; and sales training 321, 323, 325, 329–330; use in selling 3
• interviews (recruitment and selection) 297–299; non-discrimination in 305; sample interview form 289
• intra-organizational dimension of the sales role (IDSR) 203
• intrinsic motivation 231
• intrinsic rewards 34, 201
• intrinsic satisfaction 203, 218
• iPads: and motivation 231; use in selling 3, 69, 208
• isolate-and-explode principle 182–183

• Jawbone 206
• job analysis 283, 306
• job description 283, 284, 306; Dell Corporation example 284–285, 287
• job enlargement 42
• job enrichment 244
• job experience, and motivation 234–235
• job performance: and compensation plans 358–360; see also performance evaluation
• job qualifications 283, 286
• job rotation 328
• job satisfaction 32; relationship to performance 202–203, 213, 218; and sales training 332; see also satisfaction
• Johnson Controls Inc. 326
• judgment-based methods of estimating sales calls 168
• jury of executive opinion method of sales forecasting 142
• just-in-time systems 97
• just-in-time training 329

• Kamen Wiping Materials Co. 59
• Kerr, Steven 358
• key accounts 54; sales manager involvement in 127–128; sales organization 121–126
• kickbacks see bribery
• Klein Institute for Aptitude Testing 287–288
• knowledge discovery 70, 71

• labeling, consumer protection laws 14
• lead generation, and the Internet 46
• leadership 2, 4; and alpha dogs 238; leading versus managing 4; and motivation 246–247; servant leadership 5; trust and respect 38
• Lear Corporation 56, 124
• Learning Management Systems (LMS) 329
• left-brained people 326
• legal environment 12–13
• legal issues, and sales training 324
• Lemmon, Jack 31
• Lifetime Value of the Customer 374
• limited reimbursement plans (expense accounts) 356
• line and staff organization 107, 129–130
• line organization 107
• LinkedIn 193, 293, 294, 296
• listening skills 36, 38
• logistical alliances 97–98, 125–126
• lost accounts 411; lost account ratio 410, 414
• Louvet, Patrice 35
• low cost strategy 80, 82

• magnitude of expectancy estimates 226, 227–228, 236–237
• magnitude of instrumentality estimates 229–230
• major account teams 99
• Mamet, David 31
• manufacturers’ representatives (reps) 109–110; see also agents
• manufacturing cost accounting 383
• marital status: and recruitment/selection 305; and salesperson performance 261, 266–267
• market exchanges 86–87
• market opportunities: analysis of 81; data driven insights 75–76
• market opportunity analysis 138–139
• market orientation 66; importance of 77–79; and sales training 322–323
• market planning 70, 71
• market potential 138, 140; estimating of 166
• market segmentation 117
• market sensing 77–78
• market test method of sales forecasting 143, 144
• marketing: evolution of 67–68; relationship with selling 77, 84–85
• marketing communication mix 66; role of selling in 93–98
• marketing concept 65–66, 77
• marketing cost analysis 374, 376, 381, 383, 384, 396; see also cost analysis
• marketing mix 66, 77, 83–84
• marketing program 83–84
• marketing strategy 83–84; role of selling in 86–88
• Maslow, Abraham H. 233
• mass marketing 67, 68
• matrix organization 53, 124
• medical examinations 300
• meetings (sales training) 327
• mentoring 327
• mergers 19
• metropolitan statistical areas (MSAs), and basic units of control 165
• Microsoft 91, 327
• Miles, Raymond 80, 82
• Miller, Arthur 31
• minorities, and salesperson performance 261, 263–264
• mischaracterized expenses 387
• misrepresentation 13; see also consumer protection laws
• mission statements 79
• missionary sellers 44, 114, 343
• modified rebuys 58, 59
• Mondelez International 96
• moral standards 15; see also ethics
• morale, and sales training 314, 332
• motivation 194, 196, 197–198, 218, 223; and career stage 238–244; and environmental conditions 244–245; and organizational variables 246–248; and prediction of performance 232; psychological process of 223–232; and saleperson’s personal characteristics 232–238
• Motorola 92
• moving average 145, 146
• multicultural selling strategy 7
• multilevel selling 125
• multilingualism 266

• Nabisco 96
• nationality, and recruitment/selection 305
• natural account costs 382, 387, 388, 397
• natural environment 16–17; and ethics 17
• need recognition 55
• new accounts: as a measure of performance 411; new-account conversion ratio 410, 414
• new business sellers 44
• new product development, developmental salespeople 118
• new-task purchases 58
• niche (focus) strategy 80, 82
• no reimbursement plans (expense accounts) 356–357
• “no-call” lists 13, 119
• nonfinancial rewards 353–354, 363
• nonselling activities 42; as a measure of performance 413
• nonselling departments, qualifying the prospect 47–48
• North American Industry Classification Scheme (NAICS) 150

• objections, ability to overcome 39
• objective measures of performance 408, 409–416, 425, 430
• objective methods of sales forecasting 141, 143, 144–148
• objectives 80; internal (organizational) environment 18–19
• observation 327
• office activities 40
• Office Depot 352
• Office, The 31
• on-the-job training (OJT) 326, 327–328
• one-to-one marketing 67, 68
• one-to-one training 327
• open ads (recruitment and selection) 293
• opening the relationship 46–47
• Oracle 53, 359
• order processing 128; computerized 97–98; cost analysis 386, 388, 391; and the customer relationship 90
• order routine 57–58
• order taker (B2B category) 270
• orders, as a measure of performance 410–411; order cancellation ratio 410, 414; orders per call (hit) ratio 410, 415
• organizational buying process 29; buyer behavior 57; buying centers 50–54; buying situations 58–59; closing the sale 49–50; decision stages 54–58; see also business-to-business (B2B) selling
• organizational citizenship behavior (OCB) 199–200
• organizational skills 38, 39, 258, 268
• organizational structure, as a driver of change 30
• organizational variables: and motivation 246–248; and salesperson performance 194, 198–199, 218
• out suppliers 59
• outbound telemarketing 45–46
• outcome bias 424
• output measures of performance 409, 410–411
• outsourcing of sales functions 109, 130; see also agents
• overdue accounts, as a measure of performance 411
• overpayment of salespeople 361
• overstated expenses 387

• P&G (Procter and Gamble) 55; company mission, goals and objectives 80; diversity policy 264; merger with Gillette 19; relationship with Walmart 2, 88; sales organization 116, 124; supply chain alliances 97–98
• Pacino, Al 31
• packaging, consumer protection laws 14
• peer-to-peer communication 327
• Peppers, Don 68
• perceived risk 52
• perceived role ambiguity 195, 205, 210–214, 217, 218
• perceived role conflict 195, 205, 210–214, 217, 218
• “percentage of quota attained” measure 407
• performance: characteristics of successful salespeople 258–269; determinants of 254–257; job-specific determinants 269–270; motivation model as predictor of 232; and sales quotas 151; suppliers 58
• performance attributions, and motivation 236–237
• performance evaluation 406; 360-degree feedback 426–429; avoiding errors in 423; as a driver of change 30; ethics 426; impact of market orientation on 77–78; objective measures 408, 409–416, 425, 430; performance versus effectiveness 406–409; subjective measures 408–409, 416–426, 430; see also salesperson performance
• performance evaluation forms 416–417, 419–422
• performance management systems 429; and team selling 53, 124
• perquisites (perks) 354
• personal characteristics of salesperson: and motivation 227, 230, 232–238; and successful sales performance 254–257, 258–269, 271
• personal image 265
• personal variables, and salesperson performance 194, 199–200, 218
• personality tests 301–302
• personnel department, and recruitment and selection 282
• personnel history analysis 287
• Pfizer 44, 125
• pharmaceuticals industry: reps 44; selection criteria 254–255
• physical characteristics, and salesperson performance 260, 261, 264–265
• physical examinations 300
• planned call ratio 410, 415
• plateaued salespeople 241–242, 244
• Podcasting 329
• point quotas 154
• political environment 12–13
• Polychronicity 205
• Porter, Michael 80, 82
• praise, and motivation 230
• preferred suppliers 92
• price discrimination 14
• price negotiations 326
• price objections 326
• pricing, and the marketing communications mix 97
• privacy, of customer information 71
• PRIZM Premier system 166
• ProAlign 171
• product characteristics 96
• product development, technological environment 13–14
• product knowledge, and sales training 321–322
• product life cycles 245
• product organization of sales force 115–116
• product support 40, 130
• production capacity, internal (organizational) environment 19–20
• productivity, and sales training 314
• products, environmental impact assessments 17
• profit/loss or net income statement 376
• profitability analysis see cost analysis
• promotion (employment): opportunities for 353–354; and sales training 321
• promotion (marketing) 40; hidden costs of 384; promotion mix 66, 77
• proposals 56
• prospecting 24–26, 40, 47; qualifying the prospect 47–48
• prospective accounts, as a measure of performance 411
• prospector strategy 80, 82
• psychological tests 297
• psychological traits: and motivation 235–236; and salesperson performance 260, 262, 267–268
• psychology: and motivation 223–232
• psychometric testing 301
• pull strategy 96
• push strategy 96–97

• QCommission 346
• qualifying the prospect 47–48
• qualitative measures of performance 416
• quantitative measures of performance 416

• race: and recruitment/selection 305; and salesperson performance 261, 263–264
• Rackham, Neil 86–87
• Ralph Lauren 35
• random factors (time series) 147–148
• rationing programs 17
• ratios, in performance evaluation 409, 410, 413–415
• reciprocal dealing arrangements 14
• recognition programs 354, 355, 363
• recruitment and selection 40, 278–280; costs of 279; equality and diversity issues 303–305, 306; global/international issues 291; Hiring Quiz 280–281; job analysis 283, 306; job description 283, 284–286, 306; job qualifications 283, 286; mistakes in 257–258; recruitment process 288, 290–296; responsibility for 278, 282, 306; selection criteria 286–288; selection process 296–303
• reference checks 299
• referrals, in recruitment and selection 292–293
• regression analysis 148, 168
• Rehabilitation Act (1973) 304
• Reichheld, Frederick 70
• relationship (job factor) 41
• relationship builder (B2B category) 270
• relationship selling 2, 37, 40; and compensation plans 357–358; identifying potential suppliers 56; sales presentations 49
• relationship-based enterprises 72–73; see also CRM (customer relationship management)
• religion, and recruitment/selection 305
• “remoteness” of sales force 207
• rent, cost analysis 388–389
• repeat purchases 58
• repeat sales 91
• reporting systems, sales analysis 173
• research and development (R&D) 20
• resellers, selling to 43
• residential neighbourhoods, geodemographic analysis of 166
• resource shortages 16–17
• respect 38
• retail selling 42–43; see also business-to-consumer (B2C) selling
• return on assets managed (ROAM) 394–396, 397
• return on investment (ROI) 76
• rewards 32–35, 201–202, 218; and motivation 230–232; nonfinancial rewards 353–354, 363; see also compensation plans; financial rewards; incentives; valences for rewards
• right-brained people 326
• Robinson-Patman Act 14
• Rogers, Martha 68
• role accuracy 195, 204–206, 214–217
• role ambiguity 195, 205, 209, 210–211, 217, 218; consequences of 211–213; management of 213–214
• role conflict 195, 205, 209, 210–211, 217, 218, 247; consequences of 211–213; management of 213–214
• role perceptions 194, 195–196, 203–206
• role set, size of 207–208
• role stress 212–213
• role-playing 326, 328

• SABRE 87, 314
• salaries 340; and cost analysis 383; and motivation 230; straight salary plans 341, 342–344; see also compensation plans
• sale per account ratio 410, 414
• sales activities 32; job factors 39–42
• sales analysis 171–172, 373, 397; data requirements 393; hierarchical sales analysis example 177–183; information aggregation 175–177; information sources 174–175; reporting systems 173; types of evaluation 172–173
• sales analytics 74–75
• sales call anxiety (SCA) 326
• sales calls see calls
• sales contests 151, 341, 342, 349
• sales costs 381
• sales expense ratio 410, 413
• sales force: “remoteness” of 207; deployment of 157; size of 138, 157–162
• sales force automation (SFA) 85
• sales forecasting 137–140; choice of method 148–149; objective methods 141, 143, 144–148; subjective methods 140–144
• sales management: changes in 1–2, 29–30; CRM-driven decision making 73–75; ethics 15–16; management style, as a driver of change 30; overview 1–6, 8; process of 8–9; scope of 7–9
• sales manual 323
• sales organization: horizontal structures 105, 107, 108–121, 131–132; importance of 105–106; key accounts 121–126; purposes of 106–108; starting from scratch 130–131, 132; vertical structures 105–106, 107, 108, 126–130, 132
• sales potential 138, 139, 140
• sales presentations 48–49, 315
• sales promotions, cost analysis 384, 386
• sales quotas 138, 139, 140; and ethics 153; and incentive payments 341; levels of 155–157; and performance evaluation 407; purposes and characteristics 150–153; and sales contests 351; setting of 153–157; types of 153–155
• sales service 40
• sales territories: assignment of salespeople to 170–171; design of 162–171, 199; differences in potential between 245; and technology 171; tentative 166–167, 169–170; territory demand 149–150; territory difficulty 408; territory management 315, 323–324
• sales training 40, 197, 312–314, 334; costs of 258; evaluation of 316, 319–320, 330–333; experienced salespeople 321; methods 326–330; new recruits 315, 320–321; objectives of 314–315, 318–319; program development 316–320; top training companies 313; topics 321–326
• sales training analysis 317–318
• sales training costs 330–331
• sales volume quotas 154, 155–156
• sales-related functions 128
• sales, meaning and timing of 348–349
• sales/marketing interface (job factor) 41
• salespeople: assignment to territories 170–171; career development 32, 34–35; characteristics of success 258–269; ethics 15–16; failure characteristics 287–288; job satisfaction 32; key success factors 36–39; relationship with supervisors 227; stereotypes of 31–32, 255, 263; working conditions 32, 34; see also careers in selling; personal characteristics of salesperson
• salesperson performance 193–194; and job satisfaction 202–203, 218; model 194–200, 217; and rewards 200–202, 218; role accuracy 214–217; role ambiguity 210–214, 217, 218; role conflict 210–214, 217, 218; role perceptions 203–204; stages in role development 204–206; vulnerability of role 206–209; see also motivation; performance evaluation
• salesperson turnover 257–258
• Sarbanes-Oxley law 349
• satisfaction: and motivation 233–234; see also job satisfaction
• scenario planning 149
• screens (gatekeepers) 51
• Searcy, Tom 47
• seasonality (time series) 147–148
• selection: equal opportunities/diversity issues 303–305, 306; mistakes in 257–258; selection criteria 254–255, 286–288; selection procedures 296–103; see also recruitment and selection
• self-determination theory (SDT) 224
• self-esteem, and motivation 235
• self-evaluation 428
• selling: and customer relationships 88–93; integration with other business functions 84–86; and the marketing communication mix 93–98; and the marketing mix 66, 77; and marketing strategy 86–88; relationship with marketing 77, 84–85; return on investment (ROI) 76
• selling agents 110; see also agents; careers in selling
• selling centers 53–54, 99, 124; see also team selling
• selling function, organization by 118
• selling process 7–8; drivers of change 29–30; selling activities 39–42; stages in 44–50
• selling teams 99
• selling time, as a proportion of total time 42
• selling tools (job factor) 41
• servant leadership 5
• service capabilities, internal (organizational) environment 20
• services, discrimination in 14
• servicing the account 50
• sex: and recruitment/selection 305; and salesperson performance 261, 263–264
• Shell Oil 3
• Sherman Act 14
• shipping see warehousing and shipping
• single-source suppliers 56
• skill levels, and salesperson performance 107, 194, 218, 256–257, 268–269; globalization 200; meta-analysis 256–257, 260, 262, 268–269
• skills, and sales training 315
• Skype 327
• slotting allowances 57–58
• Smith, Adam 106
• smoothing constant 146–147
• Snow, Charles 80, 82
• social CRM (customer relationship management) systems 4
• social environment 15–16
• social media: communication 129; and prospecting 47; in recruitment and selection 296; use in selling 208
• span of control 126–127, 247
• Spanish language 266
• spanning processes 8, 79
• specialization of labor 106–107, 129–130
• specific expenses 376
• specification of need 55–56
• sportsmanship 200, 201
• stable external factors 236, 237
• stable internal factors 236, 237
• Standard Industrial Classification (SIC) codes 150
• states, as basic control units 163–164
• statistical demand analysis 143, 148
• stereotyping 31–32, 263; ethics of 255; in interviews 299
• stock options 362
• storage see warehousing and shipping
• straight rebuys 58, 59
• strategic business units (SBUs), strategy 80
• strategic partnerships 86, 88, 89
• strategy development, process of 79–84
• strategy generation 81, 83
• strategy selection 83
• stress interviews 298
• structured interviews 298
• subjective measures of performance 408–409, 416–426, 430
• subjective methods of sales forecasting 140–144
• suppliers: approved lists 59; evaluation and selection 56–57; identifying potential suppliers 56; out suppliers 59; performance evaluation 58
• supply chain alliances 97–98, 125–126
• supply chain capacity, internal (organizational) environment 19–20
• sustainable competitive advantage (SCA) 80
• Synergy Sales Consulting Group 346

• tablets: and sales training 323; use in selling 3, 69, 208
• Tactician Territory Management 171
• Target 92
• target markets 67, 68; characteristics of 95
• task difficulty 408
• task-specific self-esteem 235
• team selling 53–54, 123–124, 128, 208; P&G (Procter and Gamble) 116; see also selling centers
• teaming 327
• technical sellers 44
• technical support 90
• technology 2, 3–4; as a driver of change 30; external environment 13–14; impact on sales organization 128–129; internal (organizational) environment 20; and motivation 231; and product life cycles 245; relationship with selling 85; and sales territories 171; and sales training 324–325, 329–330; use in selling 3, 69, 208; see also CRM (customer relationship management)
• “technostress” 325
• telecommuting 34, 412
• telemarketing 45–46, 118–121; “no-call” lists 13, 119
• tenacity 38
• territories see sales territories
• Tesco 124
• tests, in recruitment and selection 301–303
• time management 39, 315, 323–324; time/time utilization, as a measure of performance 412
• time-series analysis method of sales forecasting 143, 144–148
• top-to-top selling 99, 125
• total quality management (TQM) 92, 429
• touchpoints 67, 70, 72
• trade servicers 44
• trade shows: hidden costs of promotions 384
• trading areas, as basic control units 164
• transaction cost analysis (TCA) 112–113
• transactional selling 2
• transportation: cost analysis 386, 388, 391–392; see also warehousing and shipping
• travel 40
• trend (time series) 147–148
• trust: in customer relationships 38, 89–90; in functional relationships 87
• Truth-in-Lending Act 14
• turnover, of salespeople 315
• Twitter 296
• tying agreements 14

• Uber 55
• U.S.: antitrust laws 12, 14; consumer protection laws 12–13, 14; demographic trends 15
• underpayment of salespeople 361–362
• “underpromise and overdeliver” 89, 90
• unfair competition, legislation against 14
• United States Army Recruiting Command 416
• University Sales Center Alliance 295
• unstable external factors 236
• unstable internal factors 236, 237
• unstructured interviews 298
• upgrading 91
• user expectations method of sales forecasting 141, 142
• users (buyer center role) 51

• valences for performance 197, 218
• valences for rewards 197–198, 218, 224, 225, 230–232; and career stages 238, 240, 241, 243; and organizational variables 246, 247, 248; and personal characteristics 232, 233, 234, 235, 236, 238
• value management 360
• value-added retailers (VARs) 125
• values, and salesperson performance 198
• variable commission rate 344
• verbal communication skills 39
• Verizon Communications 211
• vertical sales organization structures 105–106, 107, 108, 126–130, 132
• Vietnam Era Veterans Re-adjustment Act (1974) 304
• virtual offices 34, 35
• vulnerability, of salesperson’s role 206–209

• “The Wolf of Wall Street” (film) 32
• Walmart: buying system 58; relationship with P&G 2, 88; relationship with suppliers 19–20; total quality management (TQM) 92
• warehousing and shipping, cost analysis 386, 388, 389, 391
• Warner-Lambert 125
• weight, and recruitment/selection 305
• WKRP in Cincinnati 31–32
• women: employment as salespeople 261, 263, 264; see also gender
• Wonderlic Personnel Test (WPT) 300
• work-family conflict 34, 240
• working conditions 32, 34
• workload analysis 167, 169
• workload method 158–161

• Xactly Corporation 346
• Xerox: sales presentations 49; salesperson turnover 257–258; supplier strategy 93, 121

• Zappos 3
• ZIP codes, as basic units of control 165–166