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PART I: TWENTY-FIRST-CENTURY SALES FORCE MANAGEMENT. 1. Introduction to Sales Management and Its Evolving Roles. What Is Sales Management? Types, Titles, and Hierarchical Levels of Sales Managers. Responsibilities and Duties of Sales Managers. Expanding Roles of Sales Managers. What Qualities Are Needed to Be a Sales Manager? Integrating Sales Management and Marketing Management. Monitoring and Adapting to the Macroenvironment. How Well Are Sales Managers Performing? Developing Sales Managers for the New Millennium. Case 1.1 Simpson Machine Tool Company: Sales Management Seminar. Case 1.2 Centroid Computer Corporation: The New Sales Manager. 2. Managing Ethics in a Sales Environment. What Is Business Ethics? Salespeople Are Boundary Spanners. Applying Professional Sales Codes of Ethics. Ethical Philosophies and Moral Judgments. Creating an Ethical Work Climate. Managing the Ethical Climate. Legal Considerations in the Sales Environment. Practicing Good Ethics Among the Sales Force. Case 2.1 Billings Pharmaceuticals: Customer Vulnerability and Moral Equity. Case 2.2 J&R Company: Unethical Sales Practices. 3. Customer Relationship Management and Building Partnerships. What Is CRM? Relationship Orientations and CRM. CRM and Repeat Business. CRM, Customer Loyalty, and Lifetime Value. CRM and Selling. Technology and CRM Programs. CRM Successes and Failures. Case 3.1 Cosair Gas Distributors: Problems with a CRM System Installation. Case 3.2 TC's Bookings: Getting the Most Out of a CRM System. 4. The Selling Process. Updating the Roles of Salespeople. What Salespeople Do: Stages of the Personal Selling Process. Applying CRM to the Personal Selling Process. Case 4.1 Solex-Digital: Effective Negotiation Strategies. Case 4.2 Dasseaux Pharmaceuticals: Relationship Versus Transactional Selling. PART II: ORGANIZING AND DEVELOPING THE SALES FORCE. 5. Sales Forecasting and Budgeting. Sales Forecasting and Its Relationship to Operational Planning. Forecasting Approaches and Techniques. Evaluating Forecasting Approaches. Sales Budget Planning. Preparing the Annual Sales Budget. Case 5.1 AKAMAI Corporation: Developing Sales Forecasts. Case 5.2 Global Container Corporation: Creative Sales Forecasting. 6. Sales Force Planning and Organizing. Purpose and Levels of Organization Planning. Sales Management Planning Process. Causes of Unsuccessful Planning. Organizing the Sales Force. Case 6.1 PlayMart Toyz: Building a Sales Organization. Case 6.2 Wild Willie Juiced Drinks: Planning for Sales Growth. 7. Time and Territory Management. Improving Sales Productivity. Establishing Sales Territories. Setting Up Sales Territories. Revising Sales Territories. Self-Management. Time Management and Routing. Case 7.1 Manufacturers Insurance Group: Developing Territories. Case 7.2 SalesTech, Inc.: Coping with Growth. 8. Recruiting and Selecting the Sales Force. Importance of Recruiting and Selection. The Recruitment Process. Sources of Salespeople. The Sales Force Selection Process. Making the Selection. Sales Force Socialization. Case 8.1 Vector Marketing Corporation: Recruiting and Selecting College Students. Case 8.2 R3 Technology: Improving Recruitment and Selection. PART III: MANAGING AND DIRECTING SALES FORCE EFFORTS. 9. Training the Sales Force. Importance of Sales Training. Developing and Implementing Sales Training. Making Training Delivery Decisions. Choosing Instructional Methods. Preparing, Motivating, and Coaching Trainees. Evaluating Training Programs. Sales Training Challenges for Global Companies. Case 9.1 Hops Distributors, Inc.: Getting the Blend Right! Case 9.2 Midwest Auto Parts, Inc.: The Value of Sales Training. 10. Sales Force Leadership. Foundations of Leadership. Supervision, Management, and Leadership. Leadership and Power. Applying Classical Leadership Theories to Twenty-First-Century Sales Management. Applying Contemporary Leadership Theories to Twenty-First-Century Sales. Management. Other Emerging Issues in Twenty-First-Century Sales Force Leadership. Communication. Case 10.1 School Suppliers, Inc.: Leading a Diverse Sales Force. Case 10.2 Ohlins Chemicals: Leadership and Communication Problems. 11. Sales Force Motivation. Foundations of Motivation. Applying Contemporary Motivation Theories to Sales Management. Using Rewards and Incentive Programs for Sales Force Motivation. Sales Force Motivation Strategies and Tools. Additional Perspectives in Twenty-First-Century Sales Force Motivation. Case 11.1 Schindler Pharmaceuticals: Motivating the Sales Force. Case 11.2 Sales Actions Software, Inc.: Motivating Salespeople in Different Career Stages. 12. Sales Force Compensation. Sales Force Compensation Plans. Developing the Compensation Plan. Advantages and Disadvantages of Different Compensation Methods. Trends in Sales Compensation. Expense Accounts and Fringe Benefits. Case 12.1 Syntel, Inc.: The Role of Compensation in Salesperson Turnover. Case 12.2 Sun-Sweet Citrus Supply, Inc.: Compensation and Sales Expenses. PART IV: CONTROLLING AND EVALUATING SALES FORCE PERFORMANCE. 13. Sales Volume, Costs, and Profitability Analysis. Framework for Sales Force Organizational Audit. Sales Volume, Costs, and Profitability Analysis. Increasing Sales Force Productivity and Profits. Case 13.1 Fabrizia Pasta Company: The Value of Financial Reports. Case 13.2 J.B.'s Restaurant Supply: How CRM Data Is Used to Justify Change. 14. Sales Force Performance Evaluation. Sales Force Performance Appraisal. A Contemporary Approach to Sales Force Performance Evaluation. Providing Feedback and Improving Sales Force Performance. Emerging Perspectives in Twenty-First-Century Sales Force Performance Appraisals. Case 14.1 FUTSUCO Electronics: Rewarding Performance. Case 14.2 Midwest Risk Management: Performance Evaluation Systems. Notes. Glossary. Subject Index. Name Index.Reseña del editor:
SALES MANAGEMENT: BUILDING CUSTOMER RELATIONSHIPS AND PARTNERSHIPS, International Edition is designed to cover all of the basic topics in sales management while emphasizing customer loyalty, customer relationship management, and the effects of technology on the sales function. Because of advances in telecommunications technology, the traditional role of sales managers is evolving toward managing sales people across multiple channels that contact and service customers through a variety of methods. The text reflects current trends and is designed to prepare students for the additional management responsibilities they are likely to encounter in the real world.
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