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Sales Management: Analysis and Decision Making, Seventh Edition
E-text available Click here to preview or purchase. Click here to order your FREE examination copy. Click here for a CaseMate prepared by the Richard Ivey School of Business, University of Western Ontario. The CaseMate recommends a wide range of teaching cases specifically selected to accompany each chapter. |
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Description: This classic text blends the most current sales management research with real-life "best practices" of leading sales organizations. The authors teach sales management, and interact with sales management professionals on a regular basis. Their text focuses on the importance of employing different sales strategies for different consumer groups, as well as integrating corporate, business, marketing, and sales strategies.
The seventh edition of Sales Management includes current coverage of the trends and issues in sales management, and equips students with a strong foundation and skills necessary for the 21st century:
--The economical 10 chapter paperback format of the previous edition has been maintained, but all-new opening vignettes introduce each chapter.
--All the "Sales Management in the 21st Century" boxes have been revised, and new sales executives have been added to the Sales Executive Panel.
--The chapter on personal selling has been completely revised to reflect the most recent thought and practice.
--All chapters have been revised to include important new topics and new company examples.
--The section of long case studies has been updated to include two new cases that address important and contemporary sales management issues.
--Role-play exercises for ethical dilemmas and short cases are included at the end of each chapter.
--An Instructor's Manual with learning objectives, a test bank, PowerPoint presentation materials, and more is available online to instructors who adopt the text.
Selected Contents:
Preface
Chapter 1. Changing World of Sales Management
Sales Management Process
Describing the Personal Selling Function
Defining the Strategic Role of the Sales Function
Developing the Salesforce
Directing the Salesforce
Determining Salesforce Effectiveness and Performance
The Changing Environment of Sales Management
Sales Management Trends
From Transactions to Relationships
From Individuals to Teams
From Sales Volume to Sales Productivity
From Management to Leadership
From Administrative to Entrepreneurial
From Local to Global
The Best Sales Organizations
Effective Sales Managers
Chapter Format
Concluding Statement
Sales Executive Panel
PART 1. DESCRIBING THE PERSONAL SELLING FUNCTION
Chapter 2. Overview of Personal Selling
Personal Selling: It's All about the Customer
The Role of Personal Selling in Marketing
The Significance of Personal Selling
Types of Sales Jobs
Key Roles of Salespeople
Trust-Based Relationship Selling Process
Selling Foundations: Knowledge, Skills, and Trust-Building
Selling Strategy
Personal Selling Approaches
Future Themes in Sales Professionalism
Complexity
Collaboration
Accountability
Sales Career Insights
PART 2. DEFINING THE STRATEGIC ROLE OF THE SALES FUNCTION
Chapter 3. Organizational Strategies and the Sales Function
Changing Customers and Changing Strategies: Whirlpool
Organizational Strategy Levels
Corporate Strategy and the Sales Function
Corporate Mission
Definition of Strategic Business Units
Objectives for Strategic Business Units
Corporate Strategy Summary
Business Strategy and the Sales Function
Business Strategy Types
Business Strategy Summary
Marketing Strategy and the Sales Function
Advantages and Disadvantages of Personal Selling
Target Market Situations and Personal Selling
Marketing Mix Elements and Personal Selling
Integrated Marketing Communication
Marketing Strategy Summary
Sales Strategy Framework
Organizational Buyer Behavior
Buying Situation
Buying Center
Buying Process
Buying Needs
Sales Strategy
Account Targeting Strategy
Relationship Strategy
Selling Strategy
Sales Channel Strategy
The Internet
Distributors
Independent Representatives
Team Selling
Telemarketing
Trade Shows
Channel Conflict
Summary
Making Sales Management Decisions
Case 3.1: Pronto Retail Centers
Case 3.2: National Communications Manufacturing
Chapter 4. Sales Organization Structure and Salesforce Deployment
Sales Organization Structure and Deployment: Hewlett-Packard
Sales Organization Concepts
Specialization
Centralization
Span of Control versus Management Levels
Line versus Staff Positions
Selling Situation Contingencies
Sales Organization Structures
Geographic Sales Organization
Product Sales Organization
Market Sales Organization
Functional Sales Organization
Strategic Account Organization
Identifying Strategic Accounts
Organizing for Strategic Account Coverage
Comparing Sales Organization Structures
Salesforce Deployment
Allocation of Selling Effort
Salesforce Size
Designing Territories
Procedure for Designing Territories
Using Technology
"People" Considerations
Summary
Making Sales Management Decisions
Case 4.1: Protek Packaging, Inc.
Case 4.2: Opti-Tax Consulting
Appendix 4. Developing Forecasts
Forecasting by Sales Managers
Types of Forecasts
Uses of Forecasts
Top-Down and Bottom-Up Forecasts
Using Different Forecasting Approaches and Methods
PART 3. DEVELOPING THE SALESFORCE
Chapter 5. Acquiring Sales Talent: Recruitment and Selection
Acquiring Sales Talent at AFLAC
Importance of Recruitment and Selection
Introduction to Salesforce Socialization
Recruitment and Selection Process
Planning for Recruitment and Selection
Recruitment: Locating Prospective Candidates
Selection: Evaluation and Hiring
Legal and Ethical Considerations in Recruitment and Selection
Key Legislation
Guidelines for Sales Managers
Ethical Issues
Summary
Making Sales Management Decisions
Case 5.1: Sweet-Treats, Inc.
Case 5.2: Titan Industries
Chapter 6. Continual Development of the Salesforce: Sales Training
E-Learning Facilitates New Product Launch at International Rectifier
Role of Sales Training in Salesforce Socialization
Sales Training as a Crucial Investment
Managing the Sales Training Process
Assess Training Needs
Set Training Objectives
Evaluate Training Alternatives
Design the Sales Training Program
Perform Sales Training
Conduct Follow-Up and Evaluation
Ethical and Legal Issues
Summary
Making Sales Management Decisions
Case 6.1: Solutions Software, Inc.
Case 6.2: Compusystems, Inc.
PART 4. DIRECTING THE SALESFORCE
Chapter 7. Sales Leadership, Management, and Supervision
Sales Leadership: MPRS Sales, Inc.
Contemporary Views of Sales Leadership
Leadership Style
Leader-Member Exchange Model
A Leadership Model for Sales Management
Power and Leadership
Situational Factors
Needs and Wants of Salespeople
Goals and Objectives
Leadership Skills
Communication Mechanisms
Selected Leadership Functions
Coaching
Planning and Conducting Integrative Sales Meetings
Meeting Ethical and Moral Responsibilities
Problems in Leadership
Conflicts of Interest
Chemical Abuse and Dependency
Problem Salespeople: A Disruptive Influence
Termination of Employment
Sexual Harassment
Summary
Making Sales Management Decisions
Case 7.1: Tasti-Fresh Bakery Products
Case 7.2: Global Enterprise
Chapter 8. Motivation and Reward System Management
Motivating and Rewarding at Interface Security Systems: Money, Beamers, and Trips
Motivation and Reward Systems
Optimal Salesforce Reward System
Types of Saleforce Rewards
Financial Compensation
Straight Salary
Straight Commission
Performance Bonuses
Combination Plans (Salary plus Incentive)
Determining Appropriate Financial Compensation Levels
Nonfinancial Compensation
Opportunity for Promotion
Sense of Accomplishment
Opportunity for Personal Growth
Recognition
Job Security
Sales Expenses
Additional Issues in Managing Salesforce Reward Systems
Sales Contests
Equal Pay
Team Compensation
Global Considerations
Changing the Reward System
Guidelines for Motivating and Rewarding Salespeople
Recruitment and Selection
Incorporation of Individual Needs
Information and Skills
Job Design
Building Self-Esteem
Proactive Approach
Summary
Making Sales Management Decisions
Case 8.1: Stalwart Industrial Products
Case 8.2: Floor-Shine Cleaning Products
PART 5. DETERMINING SALESFORCE EFFECTIVENESS AND PERFORMANCE
Chapter 9. Evaluating the Effectiveness of the Organization
Evaluating Effectiveness and Increasing Productivity at Syngenta AG
Sales Organization Audit
Sales Organization Effectiveness Evaluations
Sales Analysis
Cost Analysis
Profitability Analysis
Activity-Based Costing
Return on Assets Managed Analysis
Productivity Analysis
Improving Sales Organization Effectiveness
Benchmarking
Six Signs
Ethical Issues
Concluding Comments
Summary
Making Sales Management Decisions
Case 9.1: Beauty Glow Cosmetics Company
Case 9.2: Induplicate Copiers, Inc.
Chapter 10. Evaluating the Performance of Salespeople
Three Steps to Great Performance Evaluations
Purposes of Salesperson Performance Evaluations
Salesperson Performance Evaluation Approaches
Key Issues in Evaluating and Controlling Salesperson Performance
Criteria for Performance Evaluation
Performance Evaluation Methods
Performance Evaluation Bias
Evaluating Team Performance
Using Performance Information
Salesperson Job Satisfaction
Measuring Salesperson Job Satisfaction
Using Job Satisfaction Information
Summary
Making Sales Management Decisions
Case 10.1: Labels Express
Case 10.2: Oakmaster Furniture Inc.
cases
Hospital Supply International: Rx for Increased Sales
Spectrum Brands, Inc.: The Salesforce Dilemma
Modern Plastics
Romano Pitesti
Biomed Co., Ltd.: Designing a New Compensation Plan
Glossary
Notes
Index
About the Authors
Comment(s): "We have used Sales Management for several years and are very pleased with its topical coverage, its level of rigor, and the many ways it engages student interest in the course. This excellent text provides instructors with all the learning tools needed to help students become the next generation of sales leaders." -- Jon M. Hawes, University of Akron
" Sales Management: Analysis and Decision Making is an excellent resource for students. The content is delivered in a straightforward, easy-to-understand format. The supplementary materials are the most useful I've seen packaged with a sales text. As far as I am concerned, this is the book to use when teaching the sales management course." -- Dawn Deeter-Schmelz, Ohio University
    
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