Sales management: concepts and cases
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
Wiley
2001
|
| Ausgabe: | 7. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVII, 585 S. graph. Darst. |
| ISBN: | 0471388807 |
Internformat
MARC
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| 250 | |a 7. ed. | ||
| 264 | 1 | |a New York [u.a.] |b Wiley |c 2001 | |
| 300 | |a XVII, 585 S. |b graph. Darst. | ||
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| 650 | 4 | |a Sales management | |
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Datensatz im Suchindex
| _version_ | 1804128201151086592 |
|---|---|
| adam_text | BRIEF CONTENTS PART I SALES MANAGEMENT FUNCTIONS AND STRENGTHS |fp Introduction to Selling and Sales Management 1
ii|| Strategic Planning and Budgeting 41
PART II DEVELOPING THE SELLING FUNCTION i||P Personal Selling 84
HP Account Relationship Management 124
Q| Territory Management 161
Q Sales Ethics 198
PART III SALES GOALS AND STRUCTURE _
Q| Estimating Potentials and Forecasting Sales 228
f*g Organization 248
^jjjjl Territory Design 298
xi
Xil BRIEF CONTENTS
PART IV BUILDING A SALES PROGRAM fJIJ Recruiting and Selecting Personnel 321
fH Sales Training 361
PART V LEAPING AND MOTIVATING THE SALES FORCE Up Leadership 397
HP Motivating Salespeople 431
123 Compensating Salespeople 474
f£| Evaluating Performance 507
APPENDIX A: In Class Exercises 538
APPENDIX B: Getting a Job in Sales 538
References 547
Credits 563
Key Term Subject Index 567
Author Index 573
Company Index 579
Case Index 585
CONTENTS PART 1 SALES MANAGEMENT FUNCTIONS AND STRATEGIES
Q INTRODUCTION TO SELLING AND SALES MANAGEMENT 1
*^ Selling at Dell Computer 2
Personal Selling 3
A Changing Marketplace 4
The Sales Management Function 10
Strategic Action Competency: Dimensions 15
Coaching Competency: Dimensions 16
Team Building Competency: Dimensions 17
Self Management Competency: Dimensions 19
Global Perspective Competency: Dimensions 21
Technology Competency: Dimensions 22
Career Paths 23
Cases 1 1 The Case Method 28
1 2 Moreguard Insurance 31
1 3 Arapahoe Pharmaceutical Company 36
Q STRATEGIC PLANNING AND BUDGETING 41
When You Buy the Iron, You Get the Company 42
Strategic Management Planning 43
Strategic Marketing Planning 45
Strategic Action Competency: We Aren t Selling Light Bulbs 46
Strategic Sales Force Decisions 48
Technology Competency: The Net Effect 50
Global Awareness Competency: An International or a Global Company? 56
Team Building Competency: An Advisory Board 58
The Sales Budget 60
Cases: 2 1 AT T (A) 70
2 2 Shanandoah Industries (A) 77
2 3 Sales Management Simulation 82
xiii
XIV CONTENTS
PART II DEVELOPING THE SELLING FUNCTION Q PERSONAL SELLING 84
* * An Electronic SOS 85
Basic Types of Selling Approaches 86
Preinteraction Phase: Precall Planning Skills 87
The Interaction Phase 90
Self Management Competency: You re Not Prepared! You Don t Listen! You
Promised! 91
Needs Discovery Skills 93
Strategic Action Competency: Enron Energy Services 94
Technology Competency: Five Weeks or a Few Minutes? 99
Postinteraction Phase 102
Global Perspective Competency: What Would You Say If You
Were Called an Okyaku sama ? 104
Cases: 3 1 Canterbury Bank and Trust Company 108
3 2 The Akili Systems Group 118
Q ACCOUNT RELATIONSHIP MANAGEMENT 124
Growing the Relationship 125
Account Purchasing Process 126
Buying Center 131
Coaching Competency: High Test Safety Shoes Company 133
Evolution of Relationships 133
Teamwork Competency: Marconi Communications 136
Relationship Binders 138
Global Perspective Competency: National Culture and Selling in France 140
Strategic Action Competency: Eastman Kodak and IBM 141
Cases: 4 1 Toronto Dominion Bank: Money Monitor 147
4 2 The Centrust Corporation 153
|jp TERRITORY MANAGEMENT 161
Allocating Time at IBM 162
Generating New Accounts 163
Global Perspective Competency: Would You Sell to Crooks? 167
Managing Existing Accounts 167
Strategic Action Competency: Dell Online 170
Team Building Competency: How Cisco Is Partnering to Reach New
Customers 171
Coaching Competency: Intel: Salespeople Who Don t Call on Customers 176
Time Management 179
Cases: 5 1 Hanover Bates Chemical Corporation 189
5 2 Practical Parties 193
Q SALES ETHICS 198
Why Ethics Are Important 199
Modeling Ethical Behavior 199
Whose Ethics Are Relevant 200
Self Management Competency: Unethical Selling at Sears 201
Global Perspective Competency: Overseas Ethical Dilemmas 203
Making Decisions on Ethical Problems 204
CONTENTS xv
Common Sales Ethics Issues 206
Strategic Action Competency: The Ethics of Selling Infant Formula 209
Sexual Harassment 210
Whistle Blowing 210
Government Regulation 211
Building a Sales Ethics Program 212
Cases: 6 1 Texxon Oil Company 218
6 2 Dave MacDonald s Ethical Dilemmas 224
PART III SALES COALS AND STRUCTURE |J ESTIMATING POTENTIALS AND FORECASTING SALES 228
m^ Why Forecast? 229
What Is Market Potential? 229
Strategic Action Competency: Forecasting at Duracell 230
Qualitative Sales Forecasting 232
Quantitative Sales Forecasting 234
Technology Competency: Computer Forecasting at Nabisco 235
Global Perspective Competency: Forecasting at P G in Italy 240
Selecting Forecasting Programs 241
Cases: 7 1 Parker Computer 245
7 2 Bates Industrial Supply 246
|J ORGANIZATION 248
Hewlett Packard Reorganizes 249
Organizational Principles 249
Specialization 252
Strategic Account Management Program 257
Strategic Action Competency: CRI: Eliminating Some Customers 258
Telemarketing 259
Independent Sales Agents 263
Global Perspective Competency: DHL: Segmenting Global Accounts 265
Emerging Sales Force Organization Issues 265
Teamwork Competency: Procter Gamble and Black Decker 266
Self Management Competency: Emerging Sales Competency Study 267
Cases: 8 1 Sales Teams at Lexmark Canada Inc. 274
8 2 Jefferson Pilot Corporation 284
8 3 Shanandoah Industries (B) 296
Q TERRITORY DESIGN 298
^^ Why Use Territories? 299
Strategic Action Competency: Helping Smaller Companies to be Competitive 300
Territory Design Procedures 300
Coaching Competency: Eastman Kodak Company 306
Designing Territories by Computer 307
Technology Competency: Perdue Frederic Pharmaceuticals 308
Territory Assignments 309
Cases: 9 1 D. F. Hardware Company 314
9 2 Kent Plastics 318
XVi CONTENTS
PART IV BUILDING A SALES PROGRAM IP RECRUITING AND SELECTING PERSONNEL 321
*** Prudential s Recruiting Process 322
Planning Process 323
Technology Competency: Minimizing Turnover with Sales Force Automation 325
Strategic Action Competency: Finding and Attracting the Best at Cisco Systems 326
Self Management Competency: Understanding Your Tendencies 330
Recruiting 331
Selecting Prospects 334
Validating the Hiring Process 345
Global Perspective Competency: Whom Should We Hire in Belgium? 346
Cases: 10 1 Fortress Electrical Tape Company 350
10 2 Adams Brands 356
|H SALES TRAINING 361
Sales Training at Lucent Technologies 362
Why Train Salespeople? 363
Planning for Sales Training 365
Strategic Action Competency: Getting Customers into the Act 366
Developing the Training Program 368
Self Management Competency: Whirlpool Gets Real with Customers 370
Technology Competency: Intranet Savings in Sales Training 375
Evaluating Sales Training 376
Team Building Competency: Getting Past the Review Board 377
Follow Up 378
Additional Sales Training Issues 378
Cases: 11 1 Westinghouse Electric Corporation 383
11 2 Sandwell Paper Company 390
fjjl LEADERSHIP 397
Where is Richard Waxier? 398
Leadership 398
Self Management Competency: Sales Management Training for
Sales Managers 400
Strategic Action Competency: Power to the People 402
Leadership Styles 403
Team Building 405
Coaching 407
Team Building Competency: The Case for Effective Team Building 407
Sales Meetings 409
Sales Force Personnel Issues 411
Cases: 12 1 First National Bank 420
12 2 Romano Pitesti 427
fj $ MOTIVATING SALESPEOPLE 431
The President s Club 432
What is Motivation? 432
Individual Needs 433
CONTENTS XVH
Global Perspective Competency: The Chinese Needs Hierarchy 435
A Model of Motivation 438
Self Management 440
Quotas 441
Incentive Programs 446
Team Building Competency: Sharing the Wealth 448
Recognition Programs 450
Ethical Situations 451
Coaching Competency: Why Incentive Plans Cannot Work 452
Cases: 13 1 HongKong Bank of Canada 457
13 2 General Electric Appliances 466
jjjj COMPENSATING SALESPEOPLE 474
Compensation Objectives 475
Compensation Methods 476
Coaching Competency: Warning: Pay Change on the Way 481
Team Building Competency: Compensating for Customer Loyalty 483
Setting Pay Levels 484
Strategic Action Competency: Dell s Drive for Profits 484
Expense Accounts and Benefits 486
Assembling the Plan 488
Technology Competency: Maximizing the Payoff from Information
Technology 489
Cases: 14 1 Madison Fiber Corporation 497
14 2 Power Motion Industrial Supply, Inc. 503
jjj EVALUATING PERFORMANCE 507
Sales Performance Review 508
The Big Picture 509
Expense Analysis 511
Evaluating Salespeople 512
Behavior Based Evaluation 513
Strategic Awareness Competency: Reaching Out Beyond Sales Quotas 515
Technology Competency: Internet Shifts in Monitoring Salesperson Activities 516
Results Based Evaluations 516
Using Models for Evaluation 519
TQM and Sales Force Efficiency 523
Coaching Competency: Squashing the Quota System 524
Cases: 15 1 York Electronics 531
15 2 Abbott, Inc. 535
Appendix A: In Class Exercises 538
Appendix B: Getting a Job in Sales 538
References 547
Credits 563
Key Term and Subject Index 567
Author Index 573
Company Index 579
Case Index 585
|
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| spelling | Dalrymple, Douglas J. Verfasser aut Sales management concepts and cases Douglas J. Dalrymple ; William L. Cron ; Thomas E. DeCarlo 7. ed. New York [u.a.] Wiley 2001 XVII, 585 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Verkooporganisatie gtt Sales management Sales management Case studies Management (DE-588)4037278-9 gnd rswk-swf Verkauf (DE-588)4117346-6 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Verkauf (DE-588)4117346-6 s Management (DE-588)4037278-9 s DE-604 Cron, William L. Verfasser aut De Carlo, Thomas E. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009153520&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Dalrymple, Douglas J. Cron, William L. De Carlo, Thomas E. Sales management concepts and cases Verkooporganisatie gtt Sales management Sales management Case studies Management (DE-588)4037278-9 gnd Verkauf (DE-588)4117346-6 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4117346-6 (DE-588)4522595-3 |
| title | Sales management concepts and cases |
| title_auth | Sales management concepts and cases |
| title_exact_search | Sales management concepts and cases |
| title_full | Sales management concepts and cases Douglas J. Dalrymple ; William L. Cron ; Thomas E. DeCarlo |
| title_fullStr | Sales management concepts and cases Douglas J. Dalrymple ; William L. Cron ; Thomas E. DeCarlo |
| title_full_unstemmed | Sales management concepts and cases Douglas J. Dalrymple ; William L. Cron ; Thomas E. DeCarlo |
| title_short | Sales management |
| title_sort | sales management concepts and cases |
| title_sub | concepts and cases |
| topic | Verkooporganisatie gtt Sales management Sales management Case studies Management (DE-588)4037278-9 gnd Verkauf (DE-588)4117346-6 gnd |
| topic_facet | Verkooporganisatie Sales management Sales management Case studies Management Verkauf Fallstudiensammlung |
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