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Dedication
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Sales Force Management, 13th Edition
Cover
Title Page
Copyright Page
Dedication
Brief Contents
Table of Contents
About the Authors
Preface
Chapter 1: Introduction to Sales Management in the Twenty-First Century
Learning Objectives
Sales Management in the Twenty-First Century
Innovation Fuels Success in Selling Today
Sales Effectiveness Is Enhanced through Technology
Leadership Is a Key Component in Sales Management Success
Sales Management Is a Global Endeavor
Ethics Underlies All Selling and Sales Management Activities
What Is Involved in Sales Management
Selling Process
Sales Management Process
Environmental Factors Impact Success in Selling
External Environment
Economic Environment
Global Legal and Political Environment
Technological Environment
Social and Cultural Environment: Ethics
Natural Environment
Internal (Organizational) Environment
Goals, Objectives, and Culture
Human Resources
Financial Resources
Production and Supply Chain Capabilities
Service Capabilities
Research and Development (R&D) and Technological Capabilities
Summary
Part One: Formulation of a Sales Program
Chapter 2: The Process of Selling and Buying
Learning Objectives
Drivers of Change in Selling and Sales Management
Overview of Selling as a Career
Why Sales Jobs Are So Rewarding
Key Success Factors in Selling
Selling Activities
Types of Selling Jobs
Selling in Business-to-Consumer versus Business-to-Business Markets
Classifying Types of B2B Sales Jobs
Stages in the Selling Process
Prospecting for Customers
Opening the Relationship
Qualifying the Prospect
Presenting the Sales Message
Closing the Sale
Servicing the Account
Participants in the Organizational Buying Process—The Buying Center
Selling Centers and Buying Centers
Organizational Buying Decision Stages
Stage One: Anticipation or Recognition of a Problem or Need
Stage Two: Determination and Description of the Characteristics and Quantity of the Needed Item(s)
Stage Three: Search for and Qualification of Potential Suppliers
Stage Four: Acquisition of Proposals or Bids
Stage Five: Evaluation of Offerings and Selection of Suppliers
Stage Six: Selection of an Order Routine
Stage Seven: Performance Evaluation and Feedback
The Nature of Organizational Buying Situations
Summary
Chapter 3: Linking Strategies and the Sales Role in the Era of CRM and Data Analytics
Learning Objectives
What Is Customer Relationship Management?
From Mass Marketing to One-to-One Marketing
CRM Process Cycle
Toward a Relationship-Based Enterprise
CRM-Driven Data Analytics for Sales Manager Decision Making
The Importance of Market Orientation
How Market Orientation Affects Performance
Internal Partnering to Create a Market Orientation
The Process of Strategy Development
Company Mission and Goals
SBU Strategy
The Importance of Integrating Sales with Other Business Functions
Personal Selling’s Role in Marketing Strategy
Role of the Relationship
Personal Selling in the Relationship Era
Exploration Stage
Expansion Stage
Commitment Stage
Personal Selling’s Role in the Marketing Communication Mix
Advantages and Disadvantages of Selling in Marketing Communication
Company Resources, Goals, and Marketing Strategy
Characteristics of the Target Market
Product Characteristics
Distribution Practices
Pricing Policies
Computerized Ordering and Customer Alliances
Improving Customer Satisfaction and Loyalty through Feedback
Major Account Teams
Summary
Chapter 4: Organizing the Sales Effort
Learning Objectives
The Increasing Importance of Sales Organization Decisions
Purposes of Sales Organization
Division and Specialization of Labor
Stability and Continuity of Organizational Performance
Coordination and Integration
Horizontal Structure of the Sales Force
Deciding on a Company Sales Force or Independent Agents
Geographic Organization
Product Organization
Organization by Customer Type or Markets
Organization by Selling Function
The Role of Telemarketing
Organizing to Service Key Accounts
Team Selling
Multilevel Selling
Co-marketing Alliances
Logistical Alliances and Computerized Ordering
Vertical Structure of the Sales Organization
Selling Responsibilities
Sales-Related Functions
The Impact of New Technologies
Staff Support and Outsourcing
Additional Sales Organizational Issues
Summary
Chapter 5: The Strategic Role of Information in Sales Management
Learning Objectives
Using Information in Managerial Decision Making and Planning
Introduction to Market Opportunity Analysis
Methods of Sales Forecasting
Subjective Methods of Forecasting
Objective Methods of Forecasting
Choosing a Forecasting Method
Developing Territory Estimates
Purposes and Characteristics of Sales Quotas
Purposes of Quotas
Characteristics of a Good Quota
Setting Quotas
Types of Quotas
Quota Level
Determining Sales Force Size
Breakdown Method
Workload Method
Incremental Method
Designing Sales Territories
Stages in Sales Territory Design
Sales Analysis for Managerial Decision Making
Type of Evaluation System
Sources of Information for Sales Analysis
Type of Aggregation of Information to Be Used in Sales Analysis
Illustration of a Hierarchical Sales Analysis
Summary
Part Two: Implementation of the Sales Program
Chapter 6: Salesperson Performance: Behavior, Role Perceptions, and Satisfaction
Learning Objectives
Understanding Salesperson Performance—Why Is It Important for Sales Management?
The Model
The Role Perceptions Component
The Aptitude Component
The Skill-Level Component
The Motivation Component
The Personal, Organizational, and Environmental Variables Component
Rewards
Satisfaction
The Salesperson’s Role Perceptions
Stages in Developing the Salesperson’s Role
Stage 1: Role Partners Communicate Expectations
Stage 2: Salespeople Develop Perceptions
Stage 3: Salespeople Convert Perceptions into Behaviors
The Salesperson’s Role Is Vulnerable
Boundary Position
Large Role Set
Innovative Role
Role Conflict and Ambiguity
Common Expectations and Key Areas of Conflict and Ambiguity
Consequences of Conflict and Ambiguity
Managing Conflict and Ambiguity in a Salesperson
Role Accuracy
Nature of Role Accuracy
Summary
Chapter 7: Salesperson Performance: Motivating the Sales Force
Learning Objectives
The Psychological Process of Motivation
Major Components of the Model
Expectancies—Perceived Links between Effort and Performance
Instrumentalities—Perceived Links between Performance and Rewards
Valences for Rewards
Can the Motivation Model Predict Salesperson Effort and Performance?
The Impact of a Salesperson’s Personal Characteristics on Motivation
Satisfaction
Demographic Characteristics
Job Experience
Psychological Traits
Performance Attributions
Management Implications
Career Stages and Salesperson Motivation
Career Stages
The Problem of the Plateaued Salesperson
The Impact of Environmental Conditions on Motivation
The Impact of Organizational Variables on Motivation
Supervisory Variables and Leadership
Incentive and Compensation Policies
Summary
Chapter 8: Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople
Learning Objectives
Are Good Salespeople Born or Made? The Determinants of Successful Sales Performance
A Review of Past Research
The Costs of Inappropriate Selection Standards
Characteristics of Successful Salespeople
Characteristics Sales Managers Look For
Research Concerning the Personal Characteristics of Successful Salespeople
Overview of Findings
Job-Specific Determinants of Good Sales Performance
Selling Different Types of Products and Services
Different Types of Sales Jobs
Implications for Sales Management
Summary
Chapter 9: Sales Force Recruitment and Selection
Learning Objectives
Recruitment and Selection Issues
Who Is Responsible for Recruiting and Selecting Salespeople?
Job Analysis and Determination of Selection Criteria
Who Conducts the Analysis and Prepares the Description?
Content of the Job Description
Determining Job Qualifications and Selection Criteria
Methods for Deciding on Selection Criteria
Recruiting Applicants
External Sources
Selection Procedures
Application Blanks
Personal Interviews
Physical Examinations
Tests
Concerns about the Use of Tests
Guidelines for the Appropriate Use of Tests
Equal Employment Opportunity Requirements in Selecting Salespeople
Requirements for Tests
Requirements for Interviews and Application Blanks
Summary
Chapter 10: Sales Training: Objectives, Techniques, and Evaluation
Learning Objectives
Issues in Sales Training
Objectives of Sales Training
Increase Productivity
Improve Morale
Lower Turnover
Improve Customer Relations
Improve Selling Skills
The Development of Sales Training Programs
Creating Credibility in Sales Training
Training New Sales Recruits
Training Experienced Sales Personnel
Sales Training Topics
Product Knowledge
Market/Industry Orientation
Company Orientation
Time and Territory Management
Legal/Ethical Issues
Technology
Specialized Training Topics
Sales Training Methods
On-the-Job Training
Classroom Training
Electronic Training Methods
Measuring the Costs and Benefits of Sales Training
Sales Training Costs
Measurement Criteria
Measuring Broad Benefits
Measuring Specific Benefits
Recent Trends in Sales Training Evaluation
Summary
Chapter 11: Salesperson Compensation and Incentives
Learning Objectives
Overview of Compensation and Incentives
Straight Salary, Straight Commission, and Combination Plans
Straight Salary
Straight Commission
Combination Plans
Steps to Executing the Compensation Plan
Sales Contests
Contest Objectives
Contest Themes
Probability of Winning
Types of Contest Rewards
Contest Promotion and Follow-through
Criticism of Sales Contests
Nonfinancial Rewards
Recognition Programs
Expense Accounts
Direct Reimbursement Plans
Limited Reimbursement Plans
No Reimbursement Plans
Making Compensation and Incentive Programs Work
Assessing the Relationship Selling Objectives
Determining Which Aspects of Job Performance to Reward
Deciding on the Most Appropriate Mix and Level of Compensation
Dangers of Paying Salespeople Too Much
Dangers of Paying Salespeople Too Little
Changing the Compensation Plan
Summary
Part Three: Evaluation and Control of the Sales Program
Chapter 12: Cost Analysis
Learning Objectives
Cost Analysis Development
Full Cost versus Contribution Margin
ABC Accounting
Procedure
The Process Illustrated
Direct Selling
Advertising
Warehousing and Shipping
Order Processing
Transportation
Promise and Problems
Return of Assets Managed
Summary
Chapter 13: Evaluating Salesperson Performance
Learning Objectives
Performance versus Effectiveness
Objective Measures
Output Measures
Input Measures
Ratio Measures
Summary of Objective Measures
Subjective Measures
Forms Used for Subjective Measurement
Avoiding Errors in Performance Evaluation
Using a BARS System
360-Degree Feedback in Performance Evaluation
Summary
Endnotes
Index
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Brief Contents
To Grace
—Mark
To Patti and Justin
—Greg
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