Sales management: text & cases
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston
PWS-Kent Publ.
1992
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIV, 760 S. graph. Darst. |
| ISBN: | 0534929796 |
Internformat
MARC
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| 100 | 1 | |a Wotruba, Thomas R. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Sales management |b text & cases |c Thomas R. Wotruba ; Edwin K. Simpson |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a Boston |b PWS-Kent Publ. |c 1992 | |
| 300 | |a XXIV, 760 S. |b graph. Darst. | ||
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Datensatz im Suchindex
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|---|---|
| adam_text | BRIEF CONTENTS Chapter 1 An Overview of Contemporary
Sales Management 1
Part One Describing the Personal Selling Function 15
Chapter 2 An Overview of Personal Selling 16
3 Personal Selling: Job Activities and
the Sales Process 42
4 Sales Careers: Characteristics,
Qualifications, and Stages 76
Part Two Defining the Strategic Role of
the Sales Function 123
Chapter 5 Corporate, Business, and Marketing Strategies
and the Sales Function 124
6 Sales Strategy and the Sales Function 152
Part Three Designing the Sales Organization 209
Chapter 7 Organizing the Activities of Sales
Managers and Salespeople 210
8 Allocating Selling Effort, Determining Salesforce
Size, and Designing Territories 236
Part Four Developing the Salesforce 291
Chapter 9 Staffing the Salesforce:
Recruitment and Selection 292
10 Continual Development of the Salesforce:
Sales Training 326
Part Five Directing the Salesforce 379
Chapter 11 Salesforce Motivation: Theories and
Current Issues 380
12 Managing Salesforce Reward Systems 412
13 Sales Management Leadership and
Supervision 442
Part Six Determining Salesforce Performance 485
Chapter 14 Developing Forecasts and Establishing Sales Quotas
and Selling Budgets 486
15 Evaluating Sales Organization Effectiveness: Sales,
Cost, Profitability, and Productivity Analysis 514
16 Evaluating and Controlling Salesperson
Performance and Job Satisfaction 540
CONTENTS Chapter 1 An Overview of Contemporary
Sales Management 1
Sales Management Process 2
Sales Management Positions 6
Emerging Issues in Sales Management 11
Chapter Format 12
A Concluding Comment 12
Part One Describing the Personal Selling Function 15
Chapter 2 An Overview of Personal Selling 16
A MAJOR SALE TO E.I. DU PONT
DE NEMOURS CO. 16
Evolution of Personal Selling 18
Contributions of Personal Selling 21
Classification of Personal Selling Approaches 25
AN ETHICAL PERSPECTIVE
The Equitable Financial Companies Policy Statement on Ethics 25
A GLOBAL PERSPECTIVE
Honeywell s Denzil Plomer Provides Right Solutions 30
Classification of Personal Selling Jobs 32
Summary 35
CASE 2.1 Ecosystems Inc. 39
CASE 2.2 Tensile Strength Hunger Company 40
Chapter 3 Personal Selling: Job Activities and
the Sales Process 42
DEVELOPING A CUSTOMER RELATIONSHIP TAKES
TIME, SKILL, AND PATIENCE 42
Key Job Activities of Salespeople 44
The Salesperson as Manager 44
Organization Support Activities 50
The Sales Process 51
AN ETHICAL PERSPECTIVE
Overcoming Fraud in Telephone Selling S3
A GLOBAL PERSPECTIVE
Sales Planning for European Customers 59
Summary 69
CASE 3.1 Primo Tableware Inc. 13
CASE 3.2 Nature s Delight Foods 74
Chapter 4 Sales Careers: Characteristics,
Qualifications, and Stages 76
RUSS STAVIG: PROFILE OF A CAREER
SALES EXECUTIVE 76
Characteristics of Sales Careers 78
A GLOBAL PERSPECTIVE
A Fast Track Sales Executive 80
Qualifications and Skills Required for Success by
Salespeople 83
Salesperson Career Stages 86
Qualifications and Skills Required for Success
in Sales Management 89
AN ETHICAL PERSPECTIVE
The Sales Manager as a Role Model 92
Career Paths in Sales and Sales Management 93
Summary 96
CASE 4.1 Bill Hanson s Career Change 100
CASE 4.2 Gina Bradley: Sales Job Applicant 101
Cases for Part One Royal Corporation 103
Hewlett Packard Sales Force Automation:
WhatIf. . . 116
Part Two Defining the Strategic Role of
the Sales Function 123
Chapter 5 Corporate, Business, and Marketing Strategies and
the Sales Function 124
STRATEGIC CHANGE AND THE SALES FUNCTION:
THE NEW PROCTER GAMBLE 124
Organizational Strategy Levels 126
Corporate Strategy and the Sales Function 126
AN ETHICAL PERSPECTIVE
A Study of Salesperson Ethics 130
Business Strategy and the Sales Function 135
A GLOBAL PERSPECTIVE
Expanding through Collaborative Ventures 136
Marketing Strategy and the Sales Function 138
The Turbulent Business Environment 145
Summary 145
CASE 5.1 Stapro Manufacturing 148
CASE 5.2 PolyWrapbu. 149
Chapter 6 Sales Strategy and the Sales Function 152
A SUCCESSFUL SALES STRATEGY:
ALPHA WIRE CORP. 152
The Sales Strategy Framework 154
Organizational Buyer Behavior 154
AN ETHICAL PERSPECTIVE
Gift Giving 160
Sales Strategy 160
A GLOBAL PERSPECTIVE
Master Representatives 110
Summary 175
CASE 6.1 Microcomputer Corp. ISO
CASE 6.2 Franklin Chemical 1H1
Cases for Part Two United Tire Company 183
Morgantown Inc. 186
Adjeleian and Associates (A) 188
Adjeleian and Associates (B) 196
Buckeye Glass Company: Chinese
Culture and Negotiating Styles in the
People s Republic of China 198
Part Three Designing the Salfs Organization 209
Chapter 7 Organizing the Activities of Sales
Managers and Salespeople 210
RESTRUCTURING HIE SALES ORGANIZATION:
DIGITAL EQUIPMENT CORP. 210
Sales Organization Concepts 212
Selling Situation Contingencies 216
AN ETHICAL PERSPECTIVE
Sales Organization Structure and Salesperson i .thical liehaiior 219
Sales Organization Structures 220
Comparing Sales Organization Structures 227
A GLOBAL PERSPECTIVE
International Sales Organization Structures 230
Summary 230
CASE 7.1 Postal Products 233
CASE 7.2 United Food Service Company 233
Chapter 8 Allocating Selling Effort, Determining Salesforce
Size, and Designing Territories 236
DESIGNING TERRITORIES: PERDUE
FREDERICK CO. 236
A GLOBAL PERSPECTIVE
Deploying a Salesforce in Japan 238
Salesforce Deployment 238
People Considerations 261
AN ETHICAL PERSPECTIVE
Ethical Considerations in Territory Design and Assignment 262
Summary 263
CASE 8.1 Fiber Tubing Inc. 266
CASE 8.2 DEF Corporation 267
Cases for Part Three Parke Davis Professional Health Group 269
BSI: Manufacturers Representative Agency — The
Dilemma of Expansion 283
Kruger Montini Manufacturing Company 288
Part Four Developing the Salesforce 291
Chapter 9 Staffing the Salesforce:
Recruitment and Selection 292
U.S. INSURANCE COMPANIES GLOBALIZE
THEIR SALESFORCES 292
Importance of Recruitment and Selection 294
A Model of Recruitment and Selection 295
A GLOBAL PERSPECTIVE
Recruiting a Multinational Salesforce 291
Legal Considerations in Recruitment and Selection 311
Special Issues in Recruitment and Selection 313
AN ETHICAL PERSPECTIVE
Teachers as Salespeople 314
Recruitment, Selection, and Salesforce Socialization 315
Summary 316
CASE 9.1 The Socialization of Nancy Jeffries 322
CASE 9.2 Jim Rutledge: A Man of Mystery 323
Chapter 10 Continual Development of the Salesforce:
Sales Training 326
SALES TRAINING: DEVELOPING COLLEGE
GRADUATES FOR SALES JOBS 326
Importance of Sales Training 328
Investment in Sales Training 331
A Model of the Sales Training Process 331
A GLOBAL PERSPECTIVE
Training the Salesforce on Gift Giving 338
AN ETHICAL PERSPECTIVE
Gaining a Commitment from the Customer 339
Summary 348
CASE 10.1 Statru Golf Clubs 352
CASE 10.2 Aqua Seal Products 354
Cases for Part Four Allied Food Distributors 357
Golden Bear Distributors 360
Plastic Piping Systems:
Employee Turnover (A) 365
Plastic Piping Systems:
Employee Turnover (B) 376
Part Five Directing the Salesforce 379
Chapter 11 Salesforce Motivation: Theories and
Current Issues 380
SALES MANAGEMENT CHALLENGE:
MOTIVATING THE MOTLEY CREW 380
Motivation Defined 382
Motivation and Behavior 383
Theories of Motivation 384
A GLOBAL PERSPECTIVE
Toyota Salesperson Janet Lim 394
Current Issues in Salesforce Motivation 395
AN ETHICAL PERSPECTIVE
Preventing Burnout with Career Paths 400
Guidelines for Motivating Salespeople 401
Summary 403
CASE U.I Medical Rentals Inc. 408
CASE 11.2 Metropolitan Transportation Maintenance Inc. 409
Chapter 12 Managing Salesforce Reward Systems 412
MERRILL LYNCH FACES THE FUTURE WITH A NEW
BROKER REWARD SYSTEM 412
The Optimal Salesforce Reward System 415
AN ETHICAL PERSPECTIVE
Salesperson Rewards and Customer Trust 416
Types of Salesforce Rewards 417
Financial Compensation 418
Nonfinancial Compensation 425
A GLOBAL PERSPECTIVE
Unique Travel Incentives 428
Sales Expenses 429
Additional Issues in Managing Salesforce Reward Systems 431
Guidelines for Managing Salesforce Reward Systems 434
Summary 435
CASE 12.1 Sigma Scientific 438
CASE 12.2 Doubletree Door Company 440
Chapter 13 Sales Management Leadership and
Supervision 442
SUPERVISION AND LEADERSHIP OF
NEW SALESPEOPLE 442
Salesforce Socialization Revisited 444
A Leadership Model for Sales Management 445
A GLOBAL PERSPECTIVE
Supervising Independent Sales Agents 449
Management Style 456
Selected Leadership functions 456
Problems in Leadership 465
AN ETHICAL PERSPECTIVE
Guidance for Sales Presentations 466
Summary 469
CASE 13.1 Westchester Business Forms 414
CASE 13.2 Successful Selling Incorporated 415
Cases for Part Five Western Industrial Supply Company 11
Northern New Jersey Manufacturing
Company 481
Liberty Statesman Corporation 483
Part Six Determining Salesforce Performance 485
Chapter 14 Developing Forecasts and Establishing Sales Quotas
and Selling Budgets 486
SALES FORECASTING: METIER
MANAGEMENT SYSTEMS 486
Forecasting from the Perspective of the Organization 488
A GLOBAL PERSPECTIVE
Forecasting in International Markets 489
Forecasting from the Perspective of Sales Management 491
Establishing Sales Quotas 502
AN ETHICAL PERSPECTIVE
Ethical Considerations in Sales Forecasting 503
Establishing Selling Budgets 505
Summary 508
CASE 14.1 Simpson Business Forms 511
CASE 14.2 Barton Valves 512
Chapter 15 Evaluating Sales Organization Effectiveness: Sales,
Cost, Profitability, and Productivity Analysis 514
EVALUATING SALES RESULTS: FRITO LAY 514
A GLOBAL PERSPECTIVE
The Effectiveness of Australian Sales Organizations 511
Sales Organization Audit 518
Evaluations of Sales Organization Effectiveness 518
AN ETHICAL PERSPECTIVE
Ethical Problems vcith Selling Budgets 521
Summary 533
CASE 15.1 Anderson Smith Co. 536
CASE 15.2 Southern Pharmacol Corp. 531
Chapter 16 Evaluating and Controlling Salesperson
Performance and Job Satisfaction 540
EVALUATING SALESFORCE PERFORMANCE:
US WEST 540
AN ETHICAL PERSPECTIVE
Ethical Problems in Salesperson Performance Evaluation 542
Purposes of Salesperson Performance Evaluations 543
Current Approaches to Salesperson
Performance Evaluations 543
Key Issues in Evaluating and Controlling Salesperson
Performance 544
A GLOBAL PERSPECTIVE
Comparing Salesperson Performance in Different Countries 551
Salesperson Job Satisfaction 560
Summary 562
CASE 16.1 ABC Company 565
CASE 16.2 AT/ Company 566
Cases for Part Six Hanover Bates Chemical Corporation 567
Modern Plastics 572
Paul Gordon Representatives, Incorporated 578
Comprehensive Cases Anderson Distributors Inc. 590
Frito Lay, Inc.: A Strategic Transition (A) 596
In Vogue Fashions 611
Retzel Pharmaceuticals 617
Retzel Pharmaceuticals (B) 622
|
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| indexdate | 2024-07-09T17:45:08Z |
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| spelling | Wotruba, Thomas R. Verfasser aut Sales management text & cases Thomas R. Wotruba ; Edwin K. Simpson 2. ed. Boston PWS-Kent Publ. 1992 XXIV, 760 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Sales management Sales management Case studies Management (DE-588)4037278-9 gnd rswk-swf Marketing (DE-588)4037589-4 gnd rswk-swf Verkauf (DE-588)4117346-6 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Verkauf (DE-588)4117346-6 s Management (DE-588)4037278-9 s DE-604 Marketing (DE-588)4037589-4 s Strategisches Management (DE-588)4124261-0 s Simpson, Edwin K. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006646761&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Wotruba, Thomas R. Simpson, Edwin K. Sales management text & cases Sales management Sales management Case studies Management (DE-588)4037278-9 gnd Marketing (DE-588)4037589-4 gnd Verkauf (DE-588)4117346-6 gnd Strategisches Management (DE-588)4124261-0 gnd |
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| title | Sales management text & cases |
| title_auth | Sales management text & cases |
| title_exact_search | Sales management text & cases |
| title_full | Sales management text & cases Thomas R. Wotruba ; Edwin K. Simpson |
| title_fullStr | Sales management text & cases Thomas R. Wotruba ; Edwin K. Simpson |
| title_full_unstemmed | Sales management text & cases Thomas R. Wotruba ; Edwin K. Simpson |
| title_short | Sales management |
| title_sort | sales management text cases |
| title_sub | text & cases |
| topic | Sales management Sales management Case studies Management (DE-588)4037278-9 gnd Marketing (DE-588)4037589-4 gnd Verkauf (DE-588)4117346-6 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Sales management Sales management Case studies Management Marketing Verkauf Strategisches Management Fallstudiensammlung |
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