Selling and sales management:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow u.a.
Prentice Hall Financial Times
2006
|
| Ausgabe: | 7. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXI, 526 S. graph. Darst. |
| ISBN: | 0273674153 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804135632354672640 |
|---|---|
| adam_text | About the authors xii
List of figures xiii
List of tables xv
Preface xvii
Acknowledgements xx
Part One Sales Perspective 1
1 Development and Role of Selling in Marketing 3
Objectives 3
Key Concepts 3
1.1 Background 4
1.2 The nature and role of selling 4
1.3 Characteristics of modern selling 5
1.4 Success factors for professional salespeople 7
1.5 Types of selling 8
1.6 Image of selling 11
1.7 The nature and role of sales management 13
1.8 The marketing concept 14
1.9 Implementing the marketing concept 16
1.10 The relationship between sales and marketing 31
1.11 Conclusions 36
References 36
Practical exercise: Mephisto Products Ltd 37
Practical exercise: Telcontar 40
Examination questions 41
2 Sales Strategies 42
Objectives 42
Key Concepts 42
2.1 Sales and marketing planning 42
nts
2.2 The planning process 43
2.3 Establishing marketing plans 43
2.4 The place of selling in the marketing plan 57
2.5 Conclusions 67 ;
References 67
Practical exercise: Welsh Lamb Beef Promotions Ltd 68 j
Practical exercise: Auckland Engineering pic 70
Practical exercise: Flying high 72
Examination questions 73
!
Part Two Sales Environment 75
3 Consumer and Organisational Buyer Behaviour 77
Objectives 77
Key Concepts 77
3.1 Differences between consumer and organisational buying 78
3.2 Consumer buyer behaviour 80
3.3 Factors affecting the consumer decision making process 84
3.4 Organisational buyer behaviour 91
3.5 Factors affecting organisational buyer behaviour 98
3.6 Developments in purchasing practice 101
3.7 Relationship management 105
3.8 Conclusions 106
References 106
Practical exercise: The lost computer sale 108
Examination questions 109
1 Sales Settings 110
Objectives 110
Key Concepts 110
4.1 Environmental and managerial forces impacting sales 111
4.2 Sales channels 116
4.3 Industrial/commercial/public authority selling 122
4.4 Selling for resale 124
4.5 Selling services 130
4.6 Sales promotions 133
4.7 Exhibitions 138
4.8 Public relations 142
4.9 Conclusions 148
References 149
Practical exercise: xstreammedia 150
Practical exercise: Yee Wo Plastic Piping Components Ltd 154
Practical exercise: Gardnov Ltd 155
Practical exercise: Allwarm Knitting Ltd 157
Practical exercise: Quality Chilled Foods Ltd 161
Examination questions 162
! Contents vS
1 5 International Selling 1B3
j Objectives 163
5 Key Concepts 163
5.1 Introduction 164
I 5.2 Economic aspects 164
5.3 International selling at company level 172
5.4 Cultural factors in international selling 174
5.5 Organisation for international selling 180
; 5.6 Pricing 189
5.7 Japan A study in international selling 190
5.8 Conclusions 195
References 196
Practical exercise: Syplan 196
Practical exercise: Wardley Investment Services (Hong Kong) 198
Practical exercise: Sapporo (Hong Kong) Ltd 199
Practical exercise: Quality Kraft Carpets Ltd 200
Examination questions 204
6 Law and Ethical Issues 205
Objectives 205
Key Concepts 205
6.1 The Contract 206
6.2 Terms and conditions 207
6.3 Terms of trade 208
6.4 Business practices and legal controls 211
6.5 Ethical issues 215
6.6 Conclusions 219
References 219
Practical exercise: Kwiksell Cars Ltd 219
Practical exercise: ChevronTexaco 221
Examination questions 224
Part Three Sales Technique 225
7 Sales Responsibilities and Preparation 227
Objectives 227
Key Concepts 227
7.1 Sales responsibilities 227
7.2 Preparation 234
7.3 Conclusions 241
References 241
Practical exercise: The O Brien Company 242
Practical exercise: Presenting New Standa Plus 243
Examination question^ 244
8 Personal Selling Skills 245
Objectives 245
Key Concepts 245
ciiu
8.1 The opening 248
8.2 Need and problem identification 249
8.3 The presentation and demonstration 251
8.4 Dealing with objections 257
8.5 Negotiation 262
8.6 Closing the sale 264
8.7 Follow up 268
8.8 Conclusions 270
References 270
Practical exercise: Mordex Photocopier Company 271
Negotiation exercise: Supermarket versus superbrand:
co operate to compete 272
Practical exercise: A controlled sales process? 274
Examination questions 276
9 Key Account Management 277
Objectives 277
Key Concepts 277
9.1 What is key account management? 278
9.2 Advantages and dangers of key account management 280
9.3 Deciding whether to use key account management 281
9.4 Criteria for selecting key accounts 282
9.5 The tasks and skills of key account management 282
9.6 Key account management relational development model 284
9.7 Global account management 287
9.8 Building relationships with key accounts 289
9.9 Key account information and planning system 291
9.10 Key success factors for key account management 295
9.11 Conclusions 296
References 296
Practical exercise: Cloverleaf pic 298
Examination questions 301
10 Relationship Selling 302
Objectives 302
Key Concepts 302
10.1 From total quality management to customer care 303
10.2 From JIT to relationship marketing 307
10.3 Reverse marketing 309
10.4 From relationship marketing to relationship selling 311
10.5 Tactics of relationship selling 313
10.6 Conclusions 318
References 319
Practical exercise: Microcom 321
Practical exercise: Midlands Switchgear Limited 322
Practical exercise: Focus Wickes Fusion : Winners,
2004 Retail Week Supply Chain Initiative Award 323
Examination questions 326
Contents ix
11 Direct Marketing 327
Objectives 327
Key Concepts 327
11.1 What is direct marketing? 328
: 11.2 Database marketing 330
j 11.3 Managing a direct marketing campaign 333
| 11.4 Conclusions 342
f References 343
] Practical exercise: Kettle Foods 344
I Practical exercise: RU receiving me? 346
Examination questions 347
12 Internet and IT Applications in Selling and Sales Management 348
Objectives 348
Key Concepts 348
12.1 The internet and e commerce revolution 349
12.2 Customer relationship management 357
12.3 Improving salesforce effectiveness 363
12.4 Other applications of IT in sales 365
12.5 Other trends 372
12.6 Conclusions 373
References 374
Practical exercise: Computer assisted sales process (CASP) 375
Practical exercise: Understanding customer value creation 377
Examination questions 378
Part Four Sales Management 379
13 Recruitment and Selection 381
Objectives 381
Key Concepts 381
13.1 The importance of selection 381
13.2 Preparation of the job description and specification 384
13.3 Identification of sources of recruitment and methods
of communication 387
13.4 Designing an effective application form and preparing a shortlist 390
13.5 The interview 391
13.6 Supplementary selection aids 396
13.7 Conclusions 398
References 398
Practical exercise: Plastic Products Ltd 399
Examination questions 400
14 Motivation and Training 401
Objectives 401
Key Concepts 401
14.1 Motivation 401
14.2 Leadership 413
14.3 Training 415
14.4 Conclusions 4^
References 426
Practical exercise: Selling fountain pens 428
Examination questions 430
15 Organisation and Compensation 431
Objectives 431
Key Concepts 43^
15.1 Organisational structure 431
15.2 Determing the number of salespeople 438
15.3 Establishing sales territories 439
15.4 Compensation 442
15.5 Conclusions 445
References 446
Practical exercise: Rovertronics 44?
Practical exercise: Silverton Confectionary Company 448
Examination questions 449
3art Five Sales Control 451
16 Sales Forecasting and Budgeting 453
Objectives 453
Key Concepts 453
16.1 Purpose 453
16.2 Planning 4 $4
16.3 Levels of forecasting 457
16.4 Qualitative techniques 458
16.5 Quantitative techniques 462
16.6 Budgeting purposes 472
16.7 Budget determination 473
16.8 The sales budget 475
16.9 Budget allocation 476
16.10 Conclusions 477
References 477
Practical exercise: Classical Reproductions Ltd 478
Practical exercise: Travelodge service with Q Max
Workforce Management 483
Practical exercise: Pizza Ristorante 485
Examination questions 487
Salesforce Evaluation 488
Objectives 488
Key Concepts 488
17.1 The salesforce evaluation process 488
17.2 The purpose of evaluation 489
17.3 Setting standards of performance 491
17.4 Gathering information 491
17.5 Measures of performance 492
17.6 Appraisal interviewing 500
17.7 Conclusions 501
References 501
Practical exercise: Dynasty Ltd 501
Practical exercise: MacLaren Tyres Ltd 502
Examination questions 504
Appendix: Examination Technique 505
Further Reading 512
Index 514
1.1 Characteristics of modern selling 5
1.2 Types of selling 8
1.3 Sales versus market orientation 16
1.4 The product life cycle curve 21
1.5 The adoption of innovations 23
1.6 The demand curve 26
1.7 A simple break even chart 27
1.8 Organisation chart sales orientated company/marketing
orientated company 32
1.9 Marketing strategy and management of personal selling 33
2.1 The planning process 43
2.2 Hierarchy of the marketing plan 44
2.3 SWOT matrix for a sports car producer 54
2.4 An overview of the marketing planning process 56
2.5 Inside out planning model 59
2.6 Outside in planning model 60
2.7 Stages in the buying process 63
2.8 The relationship between objectives, strategies and tactics 65
3.1 The consumer decision making process 81
3.2 The evaluation system 83
3.3 Level of purchase involvement and the buying situation 86
3.4 Dimensional model of buyer behaviour 87
3.5 The organisational decision making process (buy phases) 93
3.6 Influences on organisational purchasing behaviour 98
3.7 Reverse marketing 103
4.1 A model of the exhibition communication process 139
5.1 Prahalad and Doz Integration and Responsiveness Model 175
6.1 Example of conditions of sale document 208
7.1 A negotiating scenario 240
8.1 The personal selling process 247
8.2 Dealing with objections 258
8.3 The level of buyer s purchase intentions throughout a sales
presentation 265
8.4 Closing the sale 266
9.1 Traditional (bow tie) buyer seller relationship: communication is
between salesperson and buyer 284
9.2 Key account (diamond) based relationship: key account manager
co ordinates communication which is direct between functions 284
9.3 Key account relational development model 285
9.4 Key account planning system 293
10.1 Internal to external focus of total quality perspective 306
10.2 Marketing information system 315
11.1 Expenditure on direct marketing in Europe 329
11.2 Managing a direct marketing campaign 333
12.1 Four levels of e commerce 352
12.2 The QCi Customer Management Model 359
13.1 Important qualities of salespeople 385
13.2 How companies attract applicants from outside the company 389
14.1 The Vroom expectancy theory of motivation 404
14.2 Methods of conducting sales meetings 406
14.3 Salesforce motivation 407
14.4 Motivating factors for salespeople 408
14.5 Summary of differences between sales directors and sales
representatives 410
14.6 Criteria used to evaluate training courses 423
14.7 Fountain pen features 431
15.1 Organisation structures 432
15.2 Compensation and sales volume 443
16.1 A conceptually based model of judgemental forecasting 456
16.2 Office Goods Supplies Ltd: annual sales of briefcases, moving averages 463
16.3 Office Goods Supplies Ltd: annual sales of briefcases, exponential
smoothing 465
16.4 Office Goods Supplies Ltd: quarterly sales of briefcases and
one year forecast 467
16.5 Office Goods Supplies Ltd: monthly sales of briefcases, Z chart for
2006 469
16.6 The budgetary process 476
16.7 Decision tree for Classical Reproductions Ltd 481
17.1 The salesforce evaluation process 489
17.2 The central role of evaluation in sales management 490
17.3 Salesperson evaluation matrix 498
A 1.1 Hierarchy of skills 509
j 1.1 The top ten success factors in selling 7
I 1.2 Marketing strategy and sales management 35
; 3.1 Social class categories 91
3.2 Choice criteria 95
4.1 Forces affecting selling and sales management 111
4.2 Characteristics of services and products 131
5.1 Top ten criteria used by sales agents to evaluate principals 184
5.2 Translations of common Japanese business titles 193
7.1 Product features and customer benefits 235
8.1 Types of questions used in personal selling 250
9.1 Distinctions between transactional selling and key account
management 279
9.2 Tasks performed and skills required by key account management 283
9.3 Roles and competences required of a global account manager 288
9.4 Handling relationships with key accounts 291
9.5 A key account information system 293
9.6 KAM key success factors 295
12.1 Well known US salesforce automation (SFA) software packages 365
13.1 Features of most interest and most value 382
13.2 Qualities required of trainees and senior sales executives 386
14.1 Maslow s hierarchy of needs 403
14.2 Motivational factors for salespeople in industrial and consumer goods
markets 409
14.3 Topics salespeople would like to discuss more with their sales
managers 411
14.4 Positive and negative strokes 412
14.5 Six leadership styles and key characteristics 414
14.6 Skills development 418
14.7 Methods used to train sales managers 424
14.8 Topics covered in sales training programmes 425
15.1 Workload method 439
15.2 The use of compensation methods in the UK 445
16.1 Office Goods Supplies Ltd: annual sales of briefcases, moving average 464
16.2 Office Goods Supplies Ltd: quarterly sales of briefcases 466
16.3 Office Goods Supplies Ltd: sum of quarterly deviations from trend 466
16.4 Office Goods Supplies Ltd: forecasted trend figures and deviations
from trend that have been applied 467
16.5 Office Goods Supplies Ltd: monthly sales of briefcases 2005 6 468
17.1 A comparison of the usage of salesforce evaluation output criteria
between small and large organisations 494
17.2 A comparison of the usage of salesforce evaluation input criteria
between small and large organisations 495
17.3 A comparison of the usage of qualitative salesforce evaluation criteria
between small and large organisations 498
17.4 Winning and losing orders 500
|
| adam_txt |
About the authors xii
List of figures xiii
List of tables xv
Preface xvii
Acknowledgements xx
Part One Sales Perspective 1
1 Development and Role of Selling in Marketing 3
Objectives 3
Key Concepts 3
1.1 Background 4
1.2 The nature and role of selling 4
1.3 Characteristics of modern selling 5
1.4 Success factors for professional salespeople 7
1.5 Types of selling 8
1.6 Image of selling 11
1.7 The nature and role of sales management 13
1.8 The marketing concept 14
1.9 Implementing the marketing concept 16
1.10 The relationship between sales and marketing 31
1.11 Conclusions 36
References 36
Practical exercise: Mephisto Products Ltd 37
Practical exercise: Telcontar 40
Examination questions 41
2 Sales Strategies 42
Objectives 42
Key Concepts 42
2.1 Sales and marketing planning 42
nts
2.2 The planning process 43
2.3 Establishing marketing plans 43
2.4 The place of selling in the marketing plan 57
2.5 Conclusions 67 ;
References 67
Practical exercise: Welsh Lamb Beef Promotions Ltd 68 j
Practical exercise: Auckland Engineering pic 70
Practical exercise: Flying high 72
Examination questions 73
!
Part Two Sales Environment 75
3 Consumer and Organisational Buyer Behaviour 77
Objectives 77
Key Concepts 77
3.1 Differences between consumer and organisational buying 78
3.2 Consumer buyer behaviour 80
3.3 Factors affecting the consumer decision making process 84
3.4 Organisational buyer behaviour 91
3.5 Factors affecting organisational buyer behaviour 98
3.6 Developments in purchasing practice 101
3.7 Relationship management 105
3.8 Conclusions 106
References 106
Practical exercise: The lost computer sale 108
Examination questions 109
1 Sales Settings 110
Objectives 110
Key Concepts 110
4.1 Environmental and managerial forces impacting sales 111
4.2 Sales channels 116
4.3 Industrial/commercial/public authority selling 122
4.4 Selling for resale 124
4.5 Selling services 130
4.6 Sales promotions 133
4.7 Exhibitions 138
4.8 Public relations 142
4.9 Conclusions 148
References 149
Practical exercise: xstreammedia 150
Practical exercise: Yee Wo Plastic Piping Components Ltd 154
Practical exercise: Gardnov Ltd 155
Practical exercise: Allwarm Knitting Ltd 157
Practical exercise: Quality Chilled Foods Ltd 161
Examination questions 162
! Contents vS
1 5 International Selling 1B3
j Objectives 163
5 Key Concepts 163
5.1 Introduction 164
I 5.2 Economic aspects 164
5.3 International selling at company level 172
5.4 Cultural factors in international selling 174
5.5 Organisation for international selling 180
; 5.6 Pricing 189
5.7 Japan A study in international selling 190
5.8 Conclusions 195
References 196
Practical exercise: Syplan 196
Practical exercise: Wardley Investment Services (Hong Kong) 198
Practical exercise: Sapporo (Hong Kong) Ltd 199
Practical exercise: Quality Kraft Carpets Ltd 200
Examination questions 204
6 Law and Ethical Issues 205
Objectives 205
Key Concepts 205
6.1 The Contract 206
6.2 Terms and conditions 207
6.3 Terms of trade 208
6.4 Business practices and legal controls 211
6.5 Ethical issues 215
6.6 Conclusions 219
References 219
Practical exercise: Kwiksell Cars Ltd 219
Practical exercise: ChevronTexaco 221
Examination questions 224
Part Three Sales Technique 225
7 Sales Responsibilities and Preparation 227
Objectives 227
Key Concepts 227
7.1 Sales responsibilities 227
7.2 Preparation 234
7.3 Conclusions 241
References 241
Practical exercise: The O'Brien Company 242
Practical exercise: Presenting New Standa Plus 243
Examination question^ 244
8 Personal Selling Skills 245
Objectives 245
Key Concepts 245
ciiu
8.1 The opening 248
8.2 Need and problem identification 249
8.3 The presentation and demonstration 251
8.4 Dealing with objections 257
8.5 Negotiation 262
8.6 Closing the sale 264
8.7 Follow up 268
8.8 Conclusions 270
References 270
Practical exercise: Mordex Photocopier Company 271
Negotiation exercise: Supermarket versus superbrand:
co operate to compete 272
Practical exercise: A controlled sales process? 274
Examination questions 276
9 Key Account Management 277
Objectives 277
Key Concepts 277
9.1 What is key account management? 278
9.2 Advantages and dangers of key account management 280
9.3 Deciding whether to use key account management 281
9.4 Criteria for selecting key accounts 282
9.5 The tasks and skills of key account management 282
9.6 Key account management relational development model 284
9.7 Global account management 287
9.8 Building relationships with key accounts 289
9.9 Key account information and planning system 291
9.10 Key success factors for key account management 295
9.11 Conclusions 296
References 296
Practical exercise: Cloverleaf pic 298
Examination questions 301
10 Relationship Selling 302
Objectives 302
Key Concepts 302
10.1 From total quality management to customer care 303
10.2 From JIT to relationship marketing 307
10.3 Reverse marketing 309
10.4 From relationship marketing to relationship selling 311
10.5 Tactics of relationship selling 313
10.6 Conclusions 318
References 319
Practical exercise: Microcom 321
Practical exercise: Midlands Switchgear Limited 322
Practical exercise: Focus Wickes 'Fusion': Winners,
2004 Retail Week Supply Chain Initiative Award 323
Examination questions 326
Contents ix
11 Direct Marketing 327
Objectives 327
Key Concepts 327
11.1 What is direct marketing? 328
: 11.2 Database marketing 330
j 11.3 Managing a direct marketing campaign 333
| 11.4 Conclusions 342
f References 343
] Practical exercise: Kettle Foods 344
I Practical exercise: RU receiving me? 346
Examination questions 347
12 Internet and IT Applications in Selling and Sales Management 348
Objectives 348
Key Concepts 348
12.1 The internet and e commerce revolution 349
12.2 Customer relationship management 357
12.3 Improving salesforce effectiveness 363
12.4 Other applications of IT in sales 365
12.5 Other trends 372
12.6 Conclusions 373
References 374
Practical exercise: Computer assisted sales process (CASP) 375
Practical exercise: Understanding customer value creation 377
Examination questions 378
Part Four Sales Management 379
13 Recruitment and Selection 381
Objectives 381
Key Concepts 381
13.1 The importance of selection 381
13.2 Preparation of the job description and specification 384
13.3 Identification of sources of recruitment and methods
of communication 387
13.4 Designing an effective application form and preparing a shortlist 390
13.5 The interview 391
13.6 Supplementary selection aids 396
13.7 Conclusions 398
References 398
Practical exercise: Plastic Products Ltd 399
Examination questions 400
14 Motivation and Training 401
Objectives 401
Key Concepts 401
14.1 Motivation 401
14.2 Leadership 413
14.3 Training 415
14.4 Conclusions 4^
References 426
Practical exercise: Selling fountain pens 428
Examination questions 430
15 Organisation and Compensation 431
Objectives 431
Key Concepts 43^
15.1 Organisational structure 431
15.2 Determing the number of salespeople 438
15.3 Establishing sales territories 439
15.4 Compensation 442
15.5 Conclusions 445
References 446
Practical exercise: Rovertronics 44?
Practical exercise: Silverton Confectionary Company 448
Examination questions 449
3art Five Sales Control 451
16 Sales Forecasting and Budgeting 453
Objectives 453
Key Concepts 453
16.1 Purpose 453
16.2 Planning 4\$4
16.3 Levels of forecasting 457
16.4 Qualitative techniques 458
16.5 Quantitative techniques 462
16.6 Budgeting purposes 472
16.7 Budget determination 473
16.8 The sales budget 475
16.9 Budget allocation 476
16.10 Conclusions 477
References 477
Practical exercise: Classical Reproductions Ltd 478
Practical exercise: Travelodge service with Q Max
Workforce Management 483
Practical exercise: Pizza Ristorante 485
Examination questions 487
' Salesforce Evaluation 488
Objectives 488
Key Concepts 488
17.1 The salesforce evaluation process 488
17.2 The purpose of evaluation 489
17.3 Setting standards of performance 491
17.4 Gathering information 491
17.5 Measures of performance 492
17.6 Appraisal interviewing 500
17.7 Conclusions 501
References 501
Practical exercise: Dynasty Ltd 501
Practical exercise: MacLaren Tyres Ltd 502
Examination questions 504
Appendix: Examination Technique 505
Further Reading 512
Index 514
1.1 Characteristics of modern selling 5
1.2 Types of selling 8
1.3 Sales versus market orientation 16
1.4 The product life cycle curve 21
1.5 The adoption of innovations 23
1.6 The demand curve 26
1.7 A simple break even chart 27
1.8 Organisation chart sales orientated company/marketing
orientated company 32
1.9 Marketing strategy and management of personal selling 33
2.1 The planning process 43
2.2 Hierarchy of the marketing plan 44
2.3 SWOT matrix for a sports car producer 54
2.4 An overview of the marketing planning process 56
2.5 Inside out planning model 59
2.6 Outside in planning model 60
2.7 Stages in the buying process 63
2.8 The relationship between objectives, strategies and tactics 65
3.1 The consumer decision making process 81
3.2 The evaluation system 83
3.3 Level of purchase involvement and the buying situation 86
3.4 Dimensional model of buyer behaviour 87
3.5 The organisational decision making process (buy phases) 93
3.6 Influences on organisational purchasing behaviour 98
3.7 Reverse marketing 103
4.1 A model of the exhibition communication process 139
5.1 Prahalad and Doz Integration and Responsiveness Model 175
6.1 Example of conditions of sale document 208
7.1 A negotiating scenario 240
8.1 The personal selling process 247
8.2 Dealing with objections 258
8.3 The level of buyer's purchase intentions throughout a sales
presentation 265
8.4 Closing the sale 266
9.1 Traditional (bow tie) buyer seller relationship: communication is
between salesperson and buyer 284
9.2 Key account (diamond) based relationship: key account manager
co ordinates communication which is direct between functions 284
9.3 Key account relational development model 285
9.4 Key account planning system 293
10.1 Internal to external focus of total quality perspective 306
10.2 Marketing information system 315
11.1 Expenditure on direct marketing in Europe 329
11.2 Managing a direct marketing campaign 333
12.1 Four levels of e commerce 352
12.2 The QCi Customer Management Model 359
13.1 Important qualities of salespeople 385
13.2 How companies attract applicants from outside the company 389
14.1 The Vroom expectancy theory of motivation 404
14.2 Methods of conducting sales meetings 406
14.3 Salesforce motivation 407
14.4 Motivating factors for salespeople 408
14.5 Summary of differences between sales directors and sales
representatives 410
14.6 Criteria used to evaluate training courses 423
14.7 Fountain pen features 431
15.1 Organisation structures 432
15.2 Compensation and sales volume 443
16.1 A conceptually based model of judgemental forecasting 456
16.2 Office Goods Supplies Ltd: annual sales of briefcases, moving averages 463
16.3 Office Goods Supplies Ltd: annual sales of briefcases, exponential
smoothing 465
16.4 Office Goods Supplies Ltd: quarterly sales of briefcases and
one year forecast 467
16.5 Office Goods Supplies Ltd: monthly sales of briefcases, Z chart for
2006 469
16.6 The budgetary process 476
16.7 Decision tree for Classical Reproductions Ltd 481
17.1 The salesforce evaluation process 489
17.2 The central role of evaluation in sales management 490
17.3 Salesperson evaluation matrix 498
A 1.1 Hierarchy of skills 509
j 1.1 The top ten success factors in selling 7
I 1.2 Marketing strategy and sales management 35
; 3.1 Social class categories 91
3.2 Choice criteria 95
4.1 Forces affecting selling and sales management 111
4.2 Characteristics of services and products 131
5.1 Top ten criteria used by sales agents to evaluate principals 184
5.2 Translations of common Japanese business titles 193
7.1 Product features and customer benefits 235
8.1 Types of questions used in personal selling 250
9.1 Distinctions between transactional selling and key account
management 279
9.2 Tasks performed and skills required by key account management 283
9.3 Roles and competences required of a global account manager 288
9.4 Handling relationships with key accounts 291
9.5 A key account information system 293
9.6 KAM key success factors 295
12.1 Well known US salesforce automation (SFA) software packages 365
13.1 Features of most interest and most value 382
13.2 Qualities required of trainees and senior sales executives 386
14.1 Maslow's hierarchy of needs 403
14.2 Motivational factors for salespeople in industrial and consumer goods
markets 409
14.3 Topics salespeople would like to discuss more with their sales
managers 411
14.4 Positive and negative strokes 412
14.5 Six leadership styles and key characteristics 414
14.6 Skills development 418
14.7 Methods used to train sales managers 424
14.8 Topics covered in sales training programmes 425
15.1 Workload method 439
15.2 The use of compensation methods in the UK 445
16.1 Office Goods Supplies Ltd: annual sales of briefcases, moving average 464
16.2 Office Goods Supplies Ltd: quarterly sales of briefcases 466
16.3 Office Goods Supplies Ltd: sum of quarterly deviations from trend 466
16.4 Office Goods Supplies Ltd: forecasted trend figures and deviations
from trend that have been applied 467
16.5 Office Goods Supplies Ltd: monthly sales of briefcases 2005 6 468
17.1 A comparison of the usage of salesforce evaluation output criteria
between small and large organisations 494
17.2 A comparison of the usage of salesforce evaluation input criteria
between small and large organisations 495
17.3 A comparison of the usage of qualitative salesforce evaluation criteria
between small and large organisations 498
17.4 Winning and losing orders 500 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Jobber, David Lancaster, Geoff |
| author_facet | Jobber, David Lancaster, Geoff |
| author_role | aut aut |
| author_sort | Jobber, David |
| author_variant | d j dj g l gl |
| building | Verbundindex |
| bvnumber | BV021766938 |
| callnumber-first | H - Social Science |
| callnumber-label | HF5438 |
| callnumber-raw | HF5438.25 |
| callnumber-search | HF5438.25 |
| callnumber-sort | HF 45438.25 |
| callnumber-subject | HF - Commerce |
| classification_rvk | QP 612 |
| ctrlnum | (OCoLC)61440594 (DE-599)BVBBV021766938 |
| dewey-full | 658.8/1 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.8/1 |
| dewey-search | 658.8/1 |
| dewey-sort | 3658.8 11 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 7. ed. |
| format | Book |
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| id | DE-604.BV021766938 |
| illustrated | Illustrated |
| index_date | 2024-07-02T15:37:08Z |
| indexdate | 2024-07-09T20:43:35Z |
| institution | BVB |
| isbn | 0273674153 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014979916 |
| oclc_num | 61440594 |
| open_access_boolean | |
| owner | DE-1049 DE-858 |
| owner_facet | DE-1049 DE-858 |
| physical | XXI, 526 S. graph. Darst. |
| publishDate | 2006 |
| publishDateSearch | 2006 |
| publishDateSort | 2006 |
| publisher | Prentice Hall Financial Times |
| record_format | marc |
| spelling | Jobber, David Verfasser aut Selling and sales management David Jobber and Geoff Lancaster 7. ed. Harlow u.a. Prentice Hall Financial Times 2006 XXI, 526 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Verkooporganisatie gtt Verkopen gtt Sales management Selling Persönlicher Verkauf (DE-588)4226194-6 gnd rswk-swf Verkauf (DE-588)4117346-6 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Verkaufstechnik (DE-588)4129047-1 gnd rswk-swf Vertriebsorganisation (DE-588)4078869-6 gnd rswk-swf Vertriebsorganisation (DE-588)4078869-6 s Verkauf (DE-588)4117346-6 s Management (DE-588)4037278-9 s 1\p DE-604 Verkaufstechnik (DE-588)4129047-1 s 2\p DE-604 Persönlicher Verkauf (DE-588)4226194-6 s 3\p DE-604 Lancaster, Geoff Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014979916&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Jobber, David Lancaster, Geoff Selling and sales management Verkooporganisatie gtt Verkopen gtt Sales management Selling Persönlicher Verkauf (DE-588)4226194-6 gnd Verkauf (DE-588)4117346-6 gnd Management (DE-588)4037278-9 gnd Verkaufstechnik (DE-588)4129047-1 gnd Vertriebsorganisation (DE-588)4078869-6 gnd |
| subject_GND | (DE-588)4226194-6 (DE-588)4117346-6 (DE-588)4037278-9 (DE-588)4129047-1 (DE-588)4078869-6 |
| title | Selling and sales management |
| title_auth | Selling and sales management |
| title_exact_search | Selling and sales management |
| title_exact_search_txtP | Selling and sales management |
| title_full | Selling and sales management David Jobber and Geoff Lancaster |
| title_fullStr | Selling and sales management David Jobber and Geoff Lancaster |
| title_full_unstemmed | Selling and sales management David Jobber and Geoff Lancaster |
| title_short | Selling and sales management |
| title_sort | selling and sales management |
| topic | Verkooporganisatie gtt Verkopen gtt Sales management Selling Persönlicher Verkauf (DE-588)4226194-6 gnd Verkauf (DE-588)4117346-6 gnd Management (DE-588)4037278-9 gnd Verkaufstechnik (DE-588)4129047-1 gnd Vertriebsorganisation (DE-588)4078869-6 gnd |
| topic_facet | Verkooporganisatie Verkopen Sales management Selling Persönlicher Verkauf Verkauf Management Verkaufstechnik Vertriebsorganisation |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014979916&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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