Sales force design for strategic advantage:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York
Palgrave Macmillan
2004
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| Schlagworte: | |
| Online-Zugang: | Contributor biographical information Publisher description Table of contents Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XIX, 380 S. Ill. |
| ISBN: | 1403903050 |
Internformat
MARC
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| 100 | 1 | |a Zoltners, Andris A. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Sales force design for strategic advantage |c Andris A. Zoltners, Prabhakant Sinha, and Sally Lorimer |
| 264 | 1 | |a New York |b Palgrave Macmillan |c 2004 | |
| 300 | |a XIX, 380 S. |b Ill. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Includes bibliographical references and index | ||
| 650 | 4 | |a Planification stratégique | |
| 650 | 4 | |a Vendeurs | |
| 650 | 4 | |a Ventes - Gestion | |
| 650 | 4 | |a Sales management | |
| 650 | 4 | |a Sales personnel | |
| 650 | 4 | |a Strategic planning | |
| 700 | 1 | |a Sinha, Prabhakant |e Sonstige |4 oth | |
| 700 | 1 | |a Lorimer, Sally |e Sonstige |4 oth | |
| 856 | 4 | |u http://www.loc.gov/catdir/bios/hol056/2004042104.html |3 Contributor biographical information | |
| 856 | 4 | |u http://www.loc.gov/catdir/description/hol053/2004042104.html |3 Publisher description | |
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Datensatz im Suchindex
| _version_ | 1804135715735339008 |
|---|---|
| adam_text | List of figures ix
List of tables xiii
Preface and acknowledgments xv
Chapter 1 Designing and Redesigning the Sales Force in Today s
Changing World 1
Chapter 2 A Process for Designing the Sales Force for Strategic
Advantage 35
Chapter 3 Sales Strategy 53
Chapter 4 Go To Market Strategy 99
Chapter 5 Designing the Sales Force Structure 125
Chapter 6 Sales Roles 183
Chapter 7 Sizing the Selling Organization 215
Chapter 8 Sales Territory Alignment 269
Chapter 9 Sustaining the Successful Selling Organization 311
Chapter 10 Managing Change 343
Index 375
1.1 A framework for understanding the forces that drive sales force
change 6
1.2 Sales versus sales potential index 8
1.3 Relative performance by territory 9
1.4 AstraZeneca sales force merger process 21
1.5 Before and after comparison of product market coverage by the
Xerox sales force 29
1.6 Product market coverage by the Xerox sales force after the 1999
reorganization sales force specialization by industry based
market segment 31
2.1 Comparison of sales force design at two wine and spirits
wholesalers 36
2.2 Sales force design at a software supplier to banks 37
2.3 Sales force design process 39
2.4 Sales force design process Step 1 Sales strategy 40
2.5 Market segmentation for a medical device company 41
2.6 Matching of product offerings to customer segments at a
newspaper syndication service 42
2.7 Sales force design process Step 2 Go to market strategy 43
2.8 How an office products company sells 44
2.9 Sales force design process Step 3 Sales force design 44
3.1 Sales strategy activities in the sales force design process 54
3.2 Range of granularity of customer segmentation approaches 56
3.3 Example segmentation of high schools for Universal Technical
Institute 58
3.4 Example segmentation of physicians for a pharmaceutical firm 58
3.5 Example segmentation of hospitals for IVAC Medical Systems 59
3.6 Three types of customer segmentation criteria 61
3.7 Example of segments based on customer needs 63
3.8 Example of segmentation based on potential, behavior, and needs 64
3.9 Frequency distribution of sales to accounts in one market segment 70
3.10 Impact of cost, price, and perceived value on incentives for
companies and their customers 73
3.11 Comparison of sales and sales force effort for a business to
business manufacturer 74
3.12 Phases of the sales process 80
3.13 An example of a sales process 84
3.14 A framework for defining a sales process 85
3.15 Major selling activities for a seller of mutual funds 85
3.16 Transactional and consultative sales processes 86
3.17 Linking the selling process steps to a customer s buying process 88
4.1 Go to market activities in the sales force design framework 100
4.2 Go to market strategy for a networking equipment manufacturer 101
iV
x Figures
4.3 Go to market strategy for an office products supplier 101
4.4 Go to market strategy for a hair care products supplier 101
4.5 Channel efficiency and effectiveness 106
4.6 Efficiency and effectiveness of alternative selling channels 108
4.7 How an internet market for recycled auto parts combines high
and low touch selling channels 110
4.8 Product market coverage example 110
4.9 Using multiple channels for various sales process steps 119
4.10 A framework for assessing the value of technology and the sales
force in a firm s go to market strategy 122
5.1 Sales force structure decisions 127
5.2 Sales force structure in the sales force design process 128
5.3 A framework for determining sales force specialization 132
5.4 Market product activity framework for determining sales force
specialization 138
5.5 Industry based and size based market specialization 146
5.6 Product based specialization 148
5.7 Product based specialization 150
5.8 Activity based specialization 151
5.9 Seller of software to banks: an example of hybrid specialization 153
5.10 Tire manufacturer: an example of hybrid specialization 153
5.11 Hub and spoke hybrid specialization 155
5.12 Organization chart for a sales force with a geographical structure 159
5.13 Organization chart for a sales force organized in product business
units 160
5.14 Organization chart for a sales force specialized by activities 161
5.15 Organization chart for a maintenance, repair, and operational
supply (MRO) company 162
5.16 Organization chart for specialists with integrated reporting 164
5.17 Synced sales organization with seven salespeople, two technical
specialists, and one telesalesperson 165
5.18 Span of control optimality 168
5.19 Span of control workload buildup illustration: sales manager time
requirement 169
5.20 Five step process for developing a sales force structure 170
5.21 Example of a three dimensional coverage matrix 173
5.22 Coverage matrix for a pharmaceutical sales force, by product and
market 173
5.23 Coverage matrix for major accounts at a wireless
telecommunications provider, by market and selling task 174
5.24 Coverage matrix for a computer hardware and software company,
by product and selling task 174
5.25 Alternative sales force coverage plans for a wine and spirits
distributor 175
5.26 Sales force structure assessment: selling activities required for
different product lines 176
5.27 Sales force structure success criteria that are important to
shareholders 178
Figures xi
5.28 Dimensions for evaluating sales force specialization from the
standpoint of the company s shareholders 179
5.29 Evaluating structures from customer and salesperson perspectives 180
5.30 Example of structure evaluation 180
6.1 Sales roles for a seller of electric motors 185
6.2 Sales roles for a seller of office products 185
6.3 Efficiency/effectiveness balance can reduce costs and increase
revenues 191
6.4 GAM competency requirements 204
6.5 Examples of success metrics for sales roles 209
6.6 Success metrics should reflect the selling environment 210
6.7 Possible scope of sales management responsibilities 211
6.8 Sales responsibilities 213
7.1 Number of salespeople needed for varying depths of account
coverage 220
7.2 Sales effort relationship 222
7.3 Illustration of carryover 223
7.4 Customer relationship spectrum 230
7.5 Sales and effort per account by customer segment 232
7.6 Ideal versus actual sales force hours by selling activity 233
7.7 A process for determining sales force size 238
7.8 Four step market based process for sizing the sales force 239
7.9 A diagnostic for evaluating an activity based sales force coverage
plan 244
7.10 Pipeline method of sales force sizing 246
7.11 Pipeline analysis can link sales force size to achievement of a sales goal 247
7.12 Example of the pipeline method of sales force sizing 248
7.13 Multi year pipeline method of sales force sizing 249
7.14 Target return per call method of sales force sizing 251
7.15 A simple sales response relationship 253
7.16 Sales and contribution for alternative sales force sizes 255
7.17 Historical data for developing sales response relationships 256
7.18 Sample question forgathering judgmental data for sales
response estimation 257
7.19 Example of the geographic concentration method of sales force
sizing 258
7.20 Thematic maps can aid the sales force sizing decision 263
7.21 Competitive position map 265
7.22 One and five year margin leverage by sales team 266
8.1 Mismatches in sales force capacity and customer coverage needs
for a cosmetics sales force 273
8.2 Mismatch in sales force capacity and customer coverage needs
comparison by industry 274
8.3 Relationships between territory potential and sales in three
industries 276
8.4 Range of incentive pay by salesperson 277
8.5 Sales force structure change at a consumer products firm 281
xii Figures
8.6 Realignment can force relocation of salespeople 295
8.7 Measuring the cost of disruption 296
8.8 Comparison of territory alignment quality: mostly incentive versus
mostly salary territories 300
8.9 A process for realignment central benchmarking with local
review 303
8.10 Sample output from a territory alignment optimizer 307
9.1 Sales Force Monitor 314
9.2 A Sales Force Productivity Framework 315
9.3 Categories of sales force drivers and their impact 317
9.4 Sales force health check sample review questions 319
9.5 Diagnosis flowchart and illustration 320
9.6 Diagnosis for sales process change 322
9.7 Example of linking goal to drivers 324
9.8 A generalized quick check template 326
9.9 A quick check of a sales incentive plan 327
9.10 A quick check of sales force recruiting 327
9.11 A quick check of sales managers 328
9.12 A Sales Force Performance Scorecard 330
9.13 The Performance Frontier for a packaging manufacturer 332
9.14 Identifying high performers: an illustration 333
10.1 A sales force change process framework 347
10.2 Organizational energy throughout the sales force change process 349
10.3 Why people resist change 353
10.4 Company response to changes in salesperson capabilities and
opportunities following a sales force redesign 354
10.5 Allies map 355
10.6 Sales force drivers and their impact 357
1.1 Total salespeople for the 10 largest US sales forces in selected
industries 2
1.2 Cost of the sales force in selected industries 3
13a External forces that drive sales force change 6
1.3b Internal forces that drive sales force change 7
1.4 How salespeople spend their time results of a survey of a
newspaper sales force 25
3.1 Impact of customer differences on sales strategy 56
3.2 Example of customer segments based on account profile
Yellow Page advertising in Las Vegas 62
3.3 Customer segmentation criteria examples from a variety of
industries 65
3.4 Surrogate measures of sales potential used by companies in
different industries 69
3.5 Services, programs, and systems that create customer value 76
3.6 Activities that comprise a sales process 83
3.7 Six major factors affecting sales process design 87
4.1 Selling channel options 103
4.2 An example of how well different channels perform various sales
activities 105
4.3 Average cost per contact to reach business markets 106
5.1 A comparison of efficiency for generalist versus specialized
sales roles 132
5.2 Sales bandwidth required for IBM 134
5.3 Company objectives and strategy drive sales force specialization 139
5.4 Spectrum of coordination and control approaches 157
6.1 Examples of circumstances that suggest a need for new sales roles 188
6.2 Examples of efficient and effective sales roles 189
6.3 Telechannel roles at different stages of the sales process 194
6.4 Comparison of customer assignments and key responsibilities of
strategic account managers (SAMs) and account managers (AMs) 203
6.5 Characteristics and skills of strategic account managers 203
6.6 Key responsibilities of hunters and farmers in the computer industry 205
6.7 People management activities of sales managers 212
7.1 Link between sales force size and depth of customer reach 220
7.2 Alternative ways to cover customers with 161 salespeople 221
7.3 Characteristics of the selling environment that affect short term
sales impact and carryover 223
7.4 Example showing that cost containment is not profit maximizing 225
7.5 Several change forces that can cause a sales force to become too
small 227
xiv Tables
7.6 Several change forces that cause a sales force to become too big 228
7.7 Sales force cost as a percentage of total sales for various industries 234
7.8 Financial implications of sales force sizing errors 236
7.9 Implications of the average sales/breakeven sales ratio and
carryover on sales force size 237
7.10 Activity based sizing of a chemical sales force 242
7.11 Activity based sizing of a consumer sales force 243
7.12 Insights provided by sales pipeline analysis 250
7.13 Example of the target return per call method of sales force sizing 252
7.14 Sales force sizing recommendation for three alternative product
launch scenarios 264
7.15 Comparison of projected three year contribution with alternative
sales force sizing and launch date scenarios 264
8.1 Territory alignment experiment results sales growth to market
growth ratios 275
8.2 Samples of alignment attributes by industry 294
8.3 Disruption impact study results summary 298
8.4 Resistance to realignment varies with different incentive plans 300
8.5 Sample assignment rules for personnel matching software 309
9.1 Illustration of prioritized issues to address prior to and during a
new product launch 334
9.2 Illustration of issues to address eroding customer demand 335
9.3 Illustration of issues to address to enhance cross selling 336
9.4 Signs of success and marks of failure for cross organizational sales
force effectiveness initiatives 338
9.5 What to do and what to avoid with cross organizational sales
force effectiveness initiatives 341
10.1 Major issues and sales force drivers during transitions 358
10.2 Need for sales force creation 363
10.3 Suggested sales force creation activity timing 365
10.4 Examples of the salesperson and customer impact of sales force
restructuring 370
|
| adam_txt |
List of figures ix
List of tables xiii
Preface and acknowledgments xv
Chapter 1 Designing and Redesigning the Sales Force in Today's
Changing World 1
Chapter 2 A Process for Designing the Sales Force for Strategic
Advantage 35
Chapter 3 Sales Strategy 53
Chapter 4 Go To Market Strategy 99
Chapter 5 Designing the Sales Force Structure 125
Chapter 6 Sales Roles 183
Chapter 7 Sizing the Selling Organization 215
Chapter 8 Sales Territory Alignment 269
Chapter 9 Sustaining the Successful Selling Organization 311
Chapter 10 Managing Change 343
Index 375
1.1 A framework for understanding the forces that drive sales force
change 6
1.2 Sales versus sales potential index 8
1.3 Relative performance by territory 9
1.4 AstraZeneca sales force merger process 21
1.5 Before and after comparison of product market coverage by the
Xerox sales force 29
1.6 Product market coverage by the Xerox sales force after the 1999
reorganization sales force specialization by industry based
market segment 31
2.1 Comparison of sales force design at two wine and spirits
wholesalers 36
2.2 Sales force design at a software supplier to banks 37
2.3 Sales force design process 39
2.4 Sales force design process Step 1 Sales strategy 40
2.5 Market segmentation for a medical device company 41
2.6 Matching of product offerings to customer segments at a
newspaper syndication service 42
2.7 Sales force design process Step 2 Go to market strategy 43
2.8 How an office products company sells 44
2.9 Sales force design process Step 3 Sales force design 44
3.1 Sales strategy activities in the sales force design process 54
3.2 Range of granularity of customer segmentation approaches 56
3.3 Example segmentation of high schools for Universal Technical
Institute 58
3.4 Example segmentation of physicians for a pharmaceutical firm 58
3.5 Example segmentation of hospitals for IVAC Medical Systems 59
3.6 Three types of customer segmentation criteria 61
3.7 Example of segments based on customer needs 63
3.8 Example of segmentation based on potential, behavior, and needs 64
3.9 Frequency distribution of sales to accounts in one market segment 70
3.10 Impact of cost, price, and perceived value on incentives for
companies and their customers 73
3.11 Comparison of sales and sales force effort for a business to
business manufacturer 74
3.12 Phases of the sales process 80
3.13 An example of a sales process 84
3.14 A framework for defining a sales process 85
3.15 Major selling activities for a seller of mutual funds 85
3.16 Transactional and consultative sales processes 86
3.17 Linking the selling process steps to a customer's buying process 88
4.1 Go to market activities in the sales force design framework 100
4.2 Go to market strategy for a networking equipment manufacturer 101
iV
x Figures
4.3 Go to market strategy for an office products supplier 101
4.4 Go to market strategy for a hair care products supplier 101
4.5 Channel efficiency and effectiveness 106
4.6 Efficiency and effectiveness of alternative selling channels 108
4.7 How an internet market for recycled auto parts combines high
and low touch selling channels 110
4.8 Product market coverage example 110
4.9 Using multiple channels for various sales process steps 119
4.10 A framework for assessing the value of technology and the sales
force in a firm's go to market strategy 122
5.1 Sales force structure decisions 127
5.2 Sales force structure in the sales force design process 128
5.3 A framework for determining sales force specialization 132
5.4 Market product activity framework for determining sales force
specialization 138
5.5 Industry based and size based market specialization 146
5.6 Product based specialization 148
5.7 Product based specialization 150
5.8 Activity based specialization 151
5.9 Seller of software to banks: an example of hybrid specialization 153
5.10 Tire manufacturer: an example of hybrid specialization 153
5.11 "Hub and spoke" hybrid specialization 155
5.12 Organization chart for a sales force with a geographical structure 159
5.13 Organization chart for a sales force organized in product business
units 160
5.14 Organization chart for a sales force specialized by activities 161
5.15 Organization chart for a maintenance, repair, and operational
supply (MRO) company 162
5.16 Organization chart for specialists with integrated reporting 164
5.17 Synced sales organization with seven salespeople, two technical
specialists, and one telesalesperson 165
5.18 Span of control optimality 168
5.19 Span of control workload buildup illustration: sales manager time
requirement 169
5.20 Five step process for developing a sales force structure 170
5.21 Example of a three dimensional coverage matrix 173
5.22 Coverage matrix for a pharmaceutical sales force, by product and
market 173
5.23 Coverage matrix for major accounts at a wireless
telecommunications provider, by market and selling task 174
5.24 Coverage matrix for a computer hardware and software company,
by product and selling task 174
5.25 Alternative sales force coverage plans for a wine and spirits
distributor 175
5.26 Sales force structure assessment: selling activities required for
different product lines 176
5.27 Sales force structure success criteria that are important to
shareholders 178
Figures xi
5.28 Dimensions for evaluating sales force specialization from the
standpoint of the company's shareholders 179
5.29 Evaluating structures from customer and salesperson perspectives 180
5.30 Example of structure evaluation 180
6.1 Sales roles for a seller of electric motors 185
6.2 Sales roles for a seller of office products 185
6.3 Efficiency/effectiveness balance can reduce costs and increase
revenues 191
6.4 GAM competency requirements 204
6.5 Examples of success metrics for sales roles 209
6.6 Success metrics should reflect the selling environment 210
6.7 Possible scope of sales management responsibilities 211
6.8 Sales responsibilities 213
7.1 Number of salespeople needed for varying depths of account
coverage 220
7.2 Sales effort relationship 222
7.3 Illustration of carryover 223
7.4 Customer relationship spectrum 230
7.5 Sales and effort per account by customer segment 232
7.6 Ideal versus actual sales force hours by selling activity 233
7.7 A process for determining sales force size 238
7.8 Four step market based process for sizing the sales force 239
7.9 A diagnostic for evaluating an activity based sales force coverage
plan 244
7.10 Pipeline method of sales force sizing 246
7.11 Pipeline analysis can link sales force size to achievement of a sales goal 247
7.12 Example of the pipeline method of sales force sizing 248
7.13 Multi year pipeline method of sales force sizing 249
7.14 Target return per call method of sales force sizing 251
7.15 A simple sales response relationship 253
7.16 Sales and contribution for alternative sales force sizes 255
7.17 Historical data for developing sales response relationships 256
7.18 Sample question forgathering judgmental data for sales
response estimation 257
7.19 Example of the geographic concentration method of sales force
sizing 258
7.20 Thematic maps can aid the sales force sizing decision 263
7.21 Competitive position map 265
7.22 One and five year margin leverage by sales team 266
8.1 Mismatches in sales force capacity and customer coverage needs
for a cosmetics sales force 273
8.2 Mismatch in sales force capacity and customer coverage needs
comparison by industry 274
8.3 Relationships between territory potential and sales in three
industries 276
8.4 Range of incentive pay by salesperson 277
8.5 Sales force structure change at a consumer products firm 281
xii Figures
8.6 Realignment can force relocation of salespeople 295
8.7 Measuring the cost of disruption 296
8.8 Comparison of territory alignment quality: mostly incentive versus
mostly salary territories 300
8.9 A process for realignment central benchmarking with local
review 303
8.10 Sample output from a territory alignment optimizer 307
9.1 Sales Force Monitor 314
9.2 A Sales Force Productivity Framework 315
9.3 Categories of sales force drivers and their impact 317
9.4 Sales force health check sample review questions 319
9.5 Diagnosis flowchart and illustration 320
9.6 Diagnosis for sales process change 322
9.7 Example of linking goal to drivers 324
9.8 A generalized quick check template 326
9.9 A quick check of a sales incentive plan 327
9.10 A quick check of sales force recruiting 327
9.11 A quick check of sales managers 328
9.12 A Sales Force Performance Scorecard 330
9.13 The Performance Frontier for a packaging manufacturer 332
9.14 Identifying high performers: an illustration 333
10.1 A sales force change process framework 347
10.2 Organizational energy throughout the sales force change process 349
10.3 Why people resist change 353
10.4 Company response to changes in salesperson capabilities and
opportunities following a sales force redesign 354
10.5 Allies map 355
10.6 Sales force drivers and their impact 357
1.1 Total salespeople for the 10 largest US sales forces in selected
industries 2
1.2 Cost of the sales force in selected industries 3
13a External forces that drive sales force change 6
1.3b Internal forces that drive sales force change 7
1.4 How salespeople spend their time results of a survey of a
newspaper sales force 25
3.1 Impact of customer differences on sales strategy 56
3.2 Example of customer segments based on account profile
Yellow Page advertising in Las Vegas 62
3.3 Customer segmentation criteria examples from a variety of
industries 65
3.4 Surrogate measures of sales potential used by companies in
different industries 69
3.5 Services, programs, and systems that create customer value 76
3.6 Activities that comprise a sales process 83
3.7 Six major factors affecting sales process design 87
4.1 Selling channel options 103
4.2 An example of how well different channels perform various sales
activities 105
4.3 Average cost per contact to reach business markets 106
5.1 A comparison of efficiency for generalist versus specialized
sales roles 132
5.2 Sales bandwidth required for IBM 134
5.3 Company objectives and strategy drive sales force specialization 139
5.4 Spectrum of coordination and control approaches 157
6.1 Examples of circumstances that suggest a need for new sales roles 188
6.2 Examples of efficient and effective sales roles 189
6.3 Telechannel roles at different stages of the sales process 194
6.4 Comparison of customer assignments and key responsibilities of
strategic account managers (SAMs) and account managers (AMs) 203
6.5 Characteristics and skills of strategic account managers 203
6.6 Key responsibilities of hunters and farmers in the computer industry 205
6.7 People management activities of sales managers 212
7.1 Link between sales force size and depth of customer reach 220
7.2 Alternative ways to cover customers with 161 salespeople 221
7.3 Characteristics of the selling environment that affect short term
sales impact and carryover 223
7.4 Example showing that cost containment is not profit maximizing 225
7.5 Several change forces that can cause a sales force to become too
small 227
xiv Tables
7.6 Several change forces that cause a sales force to become too big 228
7.7 Sales force cost as a percentage of total sales for various industries 234
7.8 Financial implications of sales force sizing errors 236
7.9 Implications of the average sales/breakeven sales ratio and
carryover on sales force size 237
7.10 Activity based sizing of a chemical sales force 242
7.11 Activity based sizing of a consumer sales force 243
7.12 Insights provided by sales pipeline analysis 250
7.13 Example of the target return per call method of sales force sizing 252
7.14 Sales force sizing recommendation for three alternative product
launch scenarios 264
7.15 Comparison of projected three year contribution with alternative
sales force sizing and launch date scenarios 264
8.1 Territory alignment experiment results sales growth to market
growth ratios 275
8.2 Samples of alignment attributes by industry 294
8.3 Disruption impact study results summary 298
8.4 Resistance to realignment varies with different incentive plans 300
8.5 Sample assignment rules for personnel matching software 309
9.1 Illustration of prioritized issues to address prior to and during a
new product launch 334
9.2 Illustration of issues to address eroding customer demand 335
9.3 Illustration of issues to address to enhance cross selling 336
9.4 Signs of success and marks of failure for cross organizational sales
force effectiveness initiatives 338
9.5 What to do and what to avoid with cross organizational sales
force effectiveness initiatives 341
10.1 Major issues and sales force drivers during transitions 358
10.2 Need for sales force creation 363
10.3 Suggested sales force creation activity timing 365
10.4 Examples of the salesperson and customer impact of sales force
restructuring 370 |
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| id | DE-604.BV021800482 |
| illustrated | Illustrated |
| index_date | 2024-07-02T15:47:43Z |
| indexdate | 2024-07-09T20:44:55Z |
| institution | BVB |
| isbn | 1403903050 |
| language | English |
| lccn | 2004042104 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-015012998 |
| oclc_num | 54905665 |
| open_access_boolean | |
| owner | DE-1049 |
| owner_facet | DE-1049 |
| physical | XIX, 380 S. Ill. |
| publishDate | 2004 |
| publishDateSearch | 2004 |
| publishDateSort | 2004 |
| publisher | Palgrave Macmillan |
| record_format | marc |
| spelling | Zoltners, Andris A. Verfasser aut Sales force design for strategic advantage Andris A. Zoltners, Prabhakant Sinha, and Sally Lorimer New York Palgrave Macmillan 2004 XIX, 380 S. Ill. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Planification stratégique Vendeurs Ventes - Gestion Sales management Sales personnel Strategic planning Sinha, Prabhakant Sonstige oth Lorimer, Sally Sonstige oth http://www.loc.gov/catdir/bios/hol056/2004042104.html Contributor biographical information http://www.loc.gov/catdir/description/hol053/2004042104.html Publisher description http://www.loc.gov/catdir/toc/hol052/2004042104.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015012998&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Zoltners, Andris A. Sales force design for strategic advantage Planification stratégique Vendeurs Ventes - Gestion Sales management Sales personnel Strategic planning |
| title | Sales force design for strategic advantage |
| title_auth | Sales force design for strategic advantage |
| title_exact_search | Sales force design for strategic advantage |
| title_exact_search_txtP | Sales force design for strategic advantage |
| title_full | Sales force design for strategic advantage Andris A. Zoltners, Prabhakant Sinha, and Sally Lorimer |
| title_fullStr | Sales force design for strategic advantage Andris A. Zoltners, Prabhakant Sinha, and Sally Lorimer |
| title_full_unstemmed | Sales force design for strategic advantage Andris A. Zoltners, Prabhakant Sinha, and Sally Lorimer |
| title_short | Sales force design for strategic advantage |
| title_sort | sales force design for strategic advantage |
| topic | Planification stratégique Vendeurs Ventes - Gestion Sales management Sales personnel Strategic planning |
| topic_facet | Planification stratégique Vendeurs Ventes - Gestion Sales management Sales personnel Strategic planning |
| url | http://www.loc.gov/catdir/bios/hol056/2004042104.html http://www.loc.gov/catdir/description/hol053/2004042104.html http://www.loc.gov/catdir/toc/hol052/2004042104.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015012998&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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