Verfügbarkeit: Management of a sales force

Management of a sales force:

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Bibliographische Detailangaben
Hauptverfasser:	Stanton, William J. (VerfasserIn), Spiro, Rosann L. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Boston [u.a.] Irwin/McGraw-Hill 1999
Ausgabe:	10. ed.
Schlagworte:	Management Marketing Verkooptechnieken Verkopers Sales force management Personalentwicklung Verkauf Außendienst Führung Teamwork Strategisches Management Verkäufer Marketingmanagement Handelsvertreter
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	XXVIII, 628 S. Ill., graph. Darst.
ISBN:	025621896X

Internformat

MARC


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Datensatz im Suchindex

_version_	1804137769954443264
adam_text	Con H Part I Introduction to Sales Force 1 The Field of Sales Force Management 6 Scope and Focus of This Book 7 The Nature of Personal Selling 8 Personal Selling and the Marketing Mix 8 Relationship Marketing and the Role of Personal Selling 9 The Nature of Sales Jobs 10 Sales Jobs Differ from Other Jobs 13 New Dimensions of Personal Selling— The Professional Salesperson 15 The Nature of Sales Management 15 Primary Responsibility of a Sales Manager 17 Role and Skills of a Sales Manager 17 Sales Managers Are Administrators— A Distinct Skill 18 Levels of Sales Management Positions 19 Sales Managers Jobs Differ from Other Management Jobs 22 Importance of Personal Selling and Sales Management 22 In Our Economy 22 In an Individual Organization 23 To You, the Student 23 Sales Force Management in the 21st Century 24 Summary, Key Terms 27 ITENTS Management Plan of This Book 3 Questions and problems, Experiential Exercises 28 References 29 Case 1-1 Thompson Plastics 29 Case 1-2 The Cornell Company 31 2 Strategic Sales Force Management 34 The Marketing System 34 External Environment 34 Internal Variables in Marketing Systems 35 The Marketing Concept and Marketing Management 36 Marketing Management and Its Evolution 37 Relationship Marketing 39 Integrating Marketing and Sales Functions 40 Integrating Production and Sales 41 Strategic Planning 41 Objectives 41 Strategies 42 Tactics 43 Strategic Planning at the Company, Marketing, and Sales Force Levels 44 Strategic Planning for the Total Company 44 xviii Contents Strategic Marketing Planning 45 Sales Force Strategy 45 Strategic Trends 46 Multiple Sales Channels 46 Multiple Relationship Strategies 47 Systems Selling 48 Team Selling 49 Marketing Management s Social Responsibility 50 Summary, Key Terms, Questions and Problems 51 Experiential Exercises 52 References 53 Case 2-1 Matsushita Electrical Corporation of America 53 Case 2-2 Computer Training Institutes, Inc. 56 3 The Personal Selling Process 58 Prospecting 59 Identifying Leads 60 Qualifying Leads 60 S Part II Organizing, Staffing and Trai 4 Sales Force Organization 80 Nature of Sales Organizations 80 Sales Force Organization and Strategic Planning 81 Characteristics of a Good Organization 81 Role of an Informal Organization 81 Basic Types of Organizations 83 Specialization within a Sales Department 87 Geographical Specialization 88 Product Specialization 89 Market Specialization 91 Preapproach—Planning the Sale 62 Customer Research 62 Planning the Sales Presentation 63 The Approach 63 Need Assessment 64 The Presentation 66 Product Demonstrations 67 Prepared Sales Presentations 67 Developing Effective Presentations 68 Meeting Objections 69 Price or Value Objections 69 Product/Service Objections 70 Procrastinating Objections 70 Hidden Objections 70 Gaining Commitment 71 Follow-Up 72 Summary, Key Terms 73 Questions and Problems, Experiential Exercises 74 References 75 Case 3-1 Gem Tools, Inc. 75 Case 3-2 Fletcher Electric, Inc. 76 ining a Sales Force 79 Combination of Organizational Bases 93 Additional Strategic Organizational Alternatives 93 National Account Management 94 Buying Centers and Team Selling 97 Independent Sales Organizations 101 Telemarketing and Electronic Marketing 101 Organizing for International Sales 107 Home-Country Middlemen 107 Foreign-Country Middlemen 108 Contents Company Sales Force Located Abroad 109 Summary 109 Key Terms 110 Questions and Problems 111 Experiential Exercises 112 References 113 Case 4-1 Tricon Industries, Organizing the Sales Force 114 Case 4-2 Microplastics, Inc., Need for Reorganization 117 Case 4-3 Excel Tools, Inc., Sales Organization for New Products and Markets 119 5 Profiling and Recruiting Salespeople 122 Sales Force Selection and Strategic Planning 122 Importance of a Good Selection Program 123 The Law and Sales Force Selection 124 Scope of Sales Force Staffing Process 127 The Planning Phase of the Process 128 The Recruiting Phase of the Process 128 The Selection Phase of the Process 128 The Hiring and Assimilation Phases of the Process 128 Establish Responsibility for Recruiting, Selection, and Assimilation 128 Determine the Number of People Wanted 129 Determine the Type of People Wanted 130 Job Analysis 130 Job Description 131 Qualifications Needed to Fill the Job 132 Methods of Determining Qualifications 134 xix Recruiting and Its Importance 135 Need for Many Recruits 137 Find and Maintain Good Recruiting Sources 137 Recruiting Sources of Sales Representatives 138 Referrals 138 Within the Company 139 Other Companies: Competitors, Customers, Noncompetitors 140 Educational Institutions 141 Advertisements 141 Employment Agencies 143 Computerized Databases 143 Voluntary Applicants 144 Part-Time Workers 144 Diversity 144 Minority Groups 144 Women 145 Legal Considerations 145 Recruiting Evaluation 146 Summary 147 Key Terms 148 Questions and Problems 148 Experiential Exercises 149 References 154 Case 5-1 Computer Services Corporation, Improving the Recruiting Process 156 Case 5-2 Evergreen Life Insurance Company, Pressure to Add a Male to an All-Female Sales Force 158 Case 5-3 Peerless Generators, Inc., Developing a Recruiting Program 161 6 Selecting Applicants 164 Selecting Applicants and Strategic Planning 164 Legal Considerations 165 Application Blanks 165 Reasons for Using Application Blanks 167 xx Contents Information Asked for on Application Blanks 168 Personal Interviews 169 Nature and Purpose 169 Reliability of Personal Interviews as Predictors of Success 170 Improving the Validity of Interviews 170 Interview Structure 171 Interview Focus 172 Timing of the Interview 174 Psychological Testing 174 Legal Aspects of Testing 177 A Framework for Testing 177 Problems in Testing 178 References and Other Outside Sources 179 Assessment Centers 181 Reaching a Decision about an Applicant 182 Summary 183 Key Terms, Questions and Problems 184 Experiential Exercises, References 186 Case 6-1 The Sweet Home Wood Products Company, Selecting a Sales Rep 187 Case 6-2 Delta Products Company, Selection of Sales Representation 189 Case 6-3 Bay Automotive Parts Center, Selection of Inside Salesperson 192 7 Hiring and Socializing New Salespeople 194 Hiring 194 Preoffer Planning 195 Extending the Offer 197 Socialization 199 Preemployment Socialization 199 Assimilation 201 Orientation Information 201 The Paycheck 201 The Expense Account 202 Office Practices 202 Dining Facilities 203 What Is Going to Happen Next? 203 Orientation Experience 204 Need for Effective Communication 204 Meeting Social and Psychological Needs 207 Socialization and Cultural Diversity 208 Mentoring New Employees 209 Summary, Key Terms, Questions and Problems 210 Experiential Exercises 211 References 212 Case 7-1 Universal Computers, Evaluation of Hiring Procedures 212 Case 7-2 Pacific Paper Products, Indoctrination of New Salespeople 214 8 Developing, Delivering, and Reinforcing a Sales Training Program 21 7 The Value of Sales Training 217 Sales Training and Strategic Planning 220 Training Assessment 221 Training Program Objectives 221 Who Should Be Trained? 222 Identifying Training Needs and Setting Specific Goals 224 How Much Training Is Needed? 225 Program Design 226 Who Should Do the Training? 226 When Training Should Take Place 229 Where Training Should Take Place 230 Content of Training 231 Training Techniques 237 Reinforcement 240 Training Evaluation 241 Outcomes and Measures 241 Contents Summary, Key Terms, Questions and Problems 242 Experiential Exercises 243 References 244 Case 8-1 Jl Part III Directing Sales Force Operat 9 Motivating a Sales Force 252 Motivation—What Is It? 252 Dimensions of Sales Motivations 252 Motivation and Strategic Planning 253 Importance of Motivation 253 Unique Nature of the Sales Job 253 Individuality of Salespeople 254 Diversity in Company Goals 254 Changes in Market Environment 254 Behavioral Concepts in Motivation 254 Understanding Individual Needs 255 Hierarchy of Needs Theory 255 Dual-Factor Theory 256 Reward Evaluation 257 Performance/Reward: A Conditional Link 258 Effort/Performance: A Conditional Link 259 Salesperson Characteristics 260 Selecting Effective Combinations of Motivational Tools 263 Financially Based Rewards 264 Compensation 264 Sales Contests 264 Nonfinancial Rewards 267 Job Enrichment 267 Recognition and Honor Awards 267 Promotions 269 Encouragement and Praise 269 Sales Meetings 269 Purposes of Sales Meetings 269 Planning for Sales Meetings 270 xxi Centauri Planetary Systems, Ltd., Cross- Cultural Sales Training 245 Case 8-2 Imaginative Staffing, Inc. (A), Training Program for a Selling Team 247 ions 250 Challenges and Changes in Sales Force Motivation 270 Plateaued Salespeople 270 Sales Force Segmentation 271 Motivation and Performance 271 Summary 272 Key Terms, Questions and Problems 273 Experiential Exercises, References 274 Case 9-1 Biolab Pharmaceutical Company, A Quest for Motivations Skills 275 Case 9-2 International Chemical Industries, Use of Motivational Funds 277 10 Sales Force Compensation 280 Sales Force Compensation and Strategic Planning 281 Objectives of a Compensation Plan 281 The Company s Perspective 282 The Salesperson s Perspective 284 Designing a Sales Compensation Plan 285 Some Useful Generalizations 285 Review Job Description 286 Identify Specific Objectives of Plan 286 Include Job Elements Controllable by Sales Force and Objectively Measurable 286 xxii Contents Establishing the Level of Compensation 287 Factors Influencing Level of Compensation 287 Developing the Method of Compensation 288 Basic Types of Compensation Plans 288 Straight Salary Plans 290 Straight Commission Plans 291 Combination Plans 296 Linking the Method to the Objective 299 Indirect Monetary Compensation 300 Final Steps in Development of the Plan 301 Pretest the Plan 301 Introduce Plan to Sales Force 302 Install Plan and Evaluate It Periodically 302 Summary 302 Key Terms 303 Questions and Problems 304 Experiential Exercises, References 305 Case 10-1 ID Systems, Inc., Directing Salespeople s Efforts through a Compensation System 306 Case 10-2 Imaginative Staffing, Inc. (B), Compensating a Sales Team 308 Case 10-3 Xerox Corporation, Limits on Sales Reps Earnings 310 Case 10-4 Walton Enterprises, Inc., Revising a Sales Force Compensation Plan 311 11 Sales Force Expenses and Transportation 314 Sales Force Expenses and Strategic Planning 314 Internal Revenue Service Regulations 315 Legitimate Travel and Business Expenses 316 Characteristics of a Sound Expense Plan 317 No Net Gain or Loss for the Reps 317 Equitable Treatment of the Reps 317 No Curtailment of Beneficial Activities 317 Simple and Economical to Administer 317 Avoids Disputes 318 Company Control of Expenses and Elimination of Padding 318 Methods of Controlling Expenses 318 Salespeople Pay Own Expenses 318 Unlimited-Payment Plans 319 Limited-Payment Plans 320 Combination Plans 321 Control of Sales Force Transportation 321 Ownership of Automobiles 321 Reimbursement Plans for Employee- Owned Cars 324 Other Methods of Expense Control 327 Training and Enforcement 327 Credit Cards 328 The Expense Bank Account 328 Change in Nature of Entertainment 328 Telemarketing 328 Careful Travel Planning 329 Summary, Key Terms, Questions and Problems 330 Experiential Exercises, References 332 Case 11-1 Pan Pacific Trading Company, Expense Account Auditing Policy 332 Case 11-2 Lutz International, Tactical Problems in Managing Expense Accounts 335 Contents 12 Leadership and Supervision of a Sales Force 338 Leadership—What Is It? 338 Leadership Characteristics and Skills 338 Personal Characteristics 338 Managerial Skills and Behaviors 339 Leadership Style 341 Task-Oriented Style 341 Relationship-Oriented Style 341 Situational Leadership 341 Charismatic Leadership 342 Supervision—What Is It? 343 Supervision and Strategic Planning 344 Reasons for Supervision 344 Training and Assistance 344 Enforcement 344 Better Performance and Improved Morale 344 Amount of Supervision Needed 345 Factors Determining How Much Supervision Is Needed 346 Tools and Techniques of Supervision 347 Personal Contact 347 Sales Reports 347 Telecommunications 349 Printed Aids 349 Meetings 350 Indirect Supervisory Aids 350 Problems Encountered in Leadership and Supervision 351 Poor Performance 351 Substance Abuse 351 Expense Accounts 354 Unethical Behavior 354 Sexual Harassment 354 Summary 355 Key Terms, Questions and Problems 356 Experiential Exercises, References 357 Case 12-1 Jupiter Specialties, Developing a Sales Info System 358 xxiii Case 12-2 Kapfer Equipment Co., Declining Performance of a Good Sales Rep 360 13 Sales Force Morale 363 The Nature and Importance of Morale 363 Morale and Strategic Planning 364 Factors Shaping Sales Force Morale 365 Corporate Culture 365 Organizational/Work Climate 366 Individual Perceptions and Beliefs 366 Satisfaction with the Job 367 Social Interaction 370 Effects of Sales Force Morale 371 Low Morale 372 High Morale 373 Special Problems in Morale 374 Dissatisfaction with Promotions 374 Severence 374 Handling Older Salespeople 375 Titles 375 Determining the Cause of Poor Morale 376 Provide an Outlet for Complaints 376 Take Complaints Seriously 376 Conduct Opinion and Attitude Surveys 376 Use Exit Interviews 377 The Morale-Building Process 377 Integrating Interests 377 Communications 378 Developing a Strong Corporate Culture and Positive Organization Climate 378 Summary 378 Key Terms, Questions and Problems 379 Experiential Exercises, References 380 Case 13-1 Prudential Securities, Impact of Unfavorable Publicity on Sales Force Morale 381 xxiv Contents Case 13-2 Taylor Electronics Company, Sales Rep Resists a Change in Job Status 382 Case 13-3 The Club at Morningside, Impact of Difficult Economic Times 385 H Part IV Sales Planning 388 14 Estimating Market Potential and Forecasting Sales 390 Sales Forecasting and Strategic and Operational Planning 391 Explanation of Basic Terms 391 Market Potential and Sales Potential 391 Sales Forecast 392 Estimating Potential and Forecasting Sales 392 Estimating Market and Sales Potentials 394 Customer Analysis 394 Market-Factor Derivation 395 Surveys of Buyer Intentions 396 Test Markets 397 Territory Potentials 398 Sales Forecasting 400 Importance of Sales Forecasting 401 Difficulty of Sales Forecasting 401 Sales Forecasting Periods 401 Factors Influencing the Sales Forecast 402 Sales Forecasting Methods 403 Executive Opinion 403 Sales Force Composite 405 Moving Average Technique 405 Exponential Smoothing Models 408 Regression Analysis 409 Must-Do Forecasts 411 Capacity-Based Forecasts 412 Case 13-4 Old Dan Ricker, Problems with a Mature Sales Rep 386 Some Guiding Principles for Forecasting 412 Fit the Method to the Product/ Market 412 Use More than One Method 413 Minimize the Number of Market Factors 413 Recognize the Limitations of Forecasting 414 Use the Minimum-Maximum Technique 415 Understand Mathematics and Statistics 415 Review the Forecasting Process 415 Summary 415 Key Terms, Questions and Problems 416 Experiential Exercises, References 417 Case 14-1 Andros Intercom, Revising a Sales Forecasting Approach 418 Case 14-2 Precision Tools, Inc., Revision of Sales Forecasting Model 421 Case 14-3 The Newport Cosmetics Company, Forecasting Sales for a New Product 423 15 Sales Territories 425 Nature and Benefits of Territories 425 Contents Procedure for Designing Territories 426 Determine Basic Control Unit for Territorial Boundaries 427 Determine the Location and Potential of Customers 429 Determine Basic Territories 429 Using Computers in Territory Design 434 Assign Salespeople to Territories 435 Revising Sales Territories 438 Indications of Need for Adjustment 438 Effect of Revision on Sales Force 439 Territorial Coverage—Managing a Sales Rep s Time 439 Routing the Sales Force 439 Time Management and Computer Support Systems 441 Summary 442 Key Terms, Questions and Problems 443 Experiential Exercises 444 References 445 Case 15-1 Athenian Press, Inc., Redesigning Sales Territories 445 Case 15-2 Neptune Plumbing Company, A Conflict Involving Sales Territories 448 16 Sales Budgets and Quotas 451 Budgeting and Strategic Planning 451 Purposes of Budgeting 452 Planning 452 Coordination 452 Evaluation 452 Determining the Sales Budget 452 Budgeting by Percentage of Sales Method 453 Budgeting by the Objective and Task Method 453 XXV Budgets for Sales Department Activities 454 The Sales Budget 454 The Selling-Expense Budget 454 The Administrative Budget 455 The Budgeting Process for the Firm 455 Budget Periods 456 The Budget-Making Procedure 456 Managing with Budgets 458 Sales Quotas 458 Relation to Sales Potential, Sales Forecast, and Budget 459 Sales Quotas and Strategic Management 459 Purposes of Sales Quotas 459 Types of Quotas 462 Sales Volume Quotas 462 Profit Quotas 463 Expense Quotas 464 Activity Quotas 464 Combination Quotas 464 Bases for Setting a Sales Volume Quota 465 Quotas Based on Sales Potential 465 Quotas Based on Factors Other Than Potential 466 Administration of Sales Quotas 468 Typical Administrative Weaknesses 468 Gaining Sales Force Acceptance of a Quota Plan 469 Summary 470 Key Terms, Questions and Problems 471 Experiential Exercises, References 472 Case 16-1 Aerospace Systems, Inc., Budget Reduction Policy 473 Case 16-2 Masters Lead Company, How Much Budget Flexibility? 475 Case 16-3 Some Incidents in Quota Setting, Climb the Next Mountain 476 xxvi Contents S PartV Evaluating Sales Performance 479 1 7 Analysis of Sales Volume 480 Strategic Relationship between Planning and Evaluation 481 Relation of Performance Evaluation to Sales Control 481 Introduction to Sales Force Performance Evaluation 482 A Marketing Audit: A Total Evaluation Program 482 A Sales Management Audit 483 The Evaluation Process 483 Components of Performance Evaluation 484 Performance Evaluation and Misdirected Marketing Effort 484 Nature of Misdirected Marketing Effort: The 80-20 Principle Reasons for Misdirected Effort 485 Sales Information Must Be Detailed 486 Bases for Analyzing Sales Volume 487 Total Sales Volume 487 Sales by Territories 488 Sales by Products 490 Sales by Customer Classifications 492 Sales Volume Analysis Is Usually Insufficient 493 Use of Computers in Sales Analysis 493 Summary, Key Terms 494 Questions and Problems, Experiential Exercises 495 References 496 Case 17-1 Seal Rite Envelope Company (A), Analysis of Sales Volume 496 18 Marketing Cost and Profitability Analysis 498 Nature and Scope of Marketing Cost Analysis 498 Marketing Cost Analysis and the Accounting System 498 Marketing Cost Analysis Compared with Production Cost Accounting 499 Types of Marketing Cost Analysis 500 Analysis of Ledger Expenses 500 Analysis of Activity Expenses 500 Analysis of Activity Costs by Market Segments 502 Problems in Marketing Cost Analysis 507 Allocating Costs 507 The Contribution-Margin versus Full- Cost Controversy 510 Use of Findings from Profitability Analysis 512 Territorial Decisions 512 Products 513 Size of Order 514 Return on Investment—An Evaluation Tool 515 Use of Return on Assets Managed to Evaluate Field Sales Managers 517 Summary 518 Key Terms, Questions and Problems 519 Experiential Exercises, References 520 Case 18-1 Seal Rite Envelope Company (B), Profitability Analysis 521 19 Evaluating a Salesperson s Performance 522 Nature and Importance of Performance Evaluation 522 Concept of Evaluation and Development 523 Concept of Evaluation and Direction 523 Contents Importance of Performance Evaluation 523 Difficulties Involved in Evaluating Performance 524 Importance of a Good Job Description 525 Program for Evaluating Performance 525 Establish Some Basic Policies 525 Select Bases for Evaluation 526 Set Performance Standards 531 Compare Performance with Standards 532 Discuss the Evaluation with the Salesperson 537 Using Evaluation Data: An Example 538 Joe s Sales Performance 538 Gus s Sales Performance 542 Paula s Sales Performance 542 The Sales Manager s Decisions 543 Summary 543 Key Terms, Questions and Problems 544 Experiential Exercises, References 545 Case 19-1 Lorrie Foods, Inc., Designing an Evaluation System 546 Case 19-2 Seal Rite Envelope Company (C), Evaluation of Telemarketing Reps 458 20 Ethical and Legal Responsibilities of Sales Managers 551 Business Ethics and Sales Management 552 The Legal-Ethical Confusion 552 The Pressure to Compromise Personal Ethics 553 The Problem of Determining Ethical Standards 554 Ethical Situations Facing Salespeople and Sales Executives 554 xxvii Setting Ethical Guidelines 558 Public Regulation and Sales Managers 560 Price Discrimination 560 Unfair Competition 561 Green River Ordinances 564 Cooling-OffLaws 564 Current Problems 564 Summary, Key Terms, Questions and Problems 565 Experiential Exercises, References 567 Case 20-1 National Publishing Company, An Entrepreneurially Inclined Sales Manager 567 Case 20-2 Aerospace Systems (B), Disclosure of Planned Terminations 569 Appendix A Integrative Cases 574 Case A-l Johnson Drug Company Implementing a Sales Strategy Change 576 Case A-2 National Paging, Inc., Conducting a Sales Analysis 580 Case A-3 Hanover-Bates Chemical Corporation, Evaluating District Performance 582 Case A-4 ChemGrow, Inc., Evaluating Sales Performance 588 Case A-5 PEP Threads, Inc., (A), Selecting a Sales Manager 597 Case A-6 PEP Threads, Inc., (B), A Possible Conflict of Interest 598 Appendix B Careers in Sales Management 600 The Challenge 600 Career Paths in Sales Management 601 xxviii Contents Typical Career Paths 601 Geographic Coverage 603 Geographic Location 603 Types of Selling Activities 603 The Rewards of a Sales Management Job 603 Direct Monetary Rewards— the Money 604 Indirect Monetary Payments 604 The Life of a Sales Executive 604 What It Takes to Be a Successful Sales Manager 606 Education 606 Experience 606 Leadership Skills 607 Administrative Skills 607 Desire 608 Your Strategic Career Plan 608 The Matter of Goals 609 What Do You Need to Do to Achieve Your Goals? 609 What Is Your Level of Aspiration? 609 What Is Your Timetable? 610 Personal Criteria 610 A Final Word 610 Refs 610
adam_txt	Con H Part I Introduction to Sales Force 1 The Field of Sales Force Management 6 Scope and Focus of This Book 7 The Nature of Personal Selling 8 Personal Selling and the Marketing Mix 8 Relationship Marketing and the Role of Personal Selling 9 The Nature of Sales Jobs 10 Sales Jobs Differ from Other Jobs 13 New Dimensions of Personal Selling— The Professional Salesperson 15 The Nature of Sales Management 15 Primary Responsibility of a Sales Manager 17 Role and Skills of a Sales Manager 17 Sales Managers Are Administrators— A Distinct Skill 18 Levels of Sales Management Positions 19 Sales Managers' Jobs Differ from Other Management Jobs 22 Importance of Personal Selling and Sales Management 22 In Our Economy 22 In an Individual Organization 23 To You, the Student 23 Sales Force Management in the 21st Century 24 Summary, Key Terms 27 ITENTS Management Plan of This Book 3 Questions and problems, Experiential Exercises 28 References 29 Case 1-1 Thompson Plastics 29 Case 1-2 The Cornell Company 31 2 Strategic Sales Force Management 34 The Marketing System 34 External Environment 34 Internal Variables in Marketing Systems 35 The Marketing Concept and Marketing Management 36 Marketing Management and Its Evolution 37 Relationship Marketing 39 Integrating Marketing and Sales Functions 40 Integrating Production and Sales 41 Strategic Planning 41 Objectives 41 Strategies 42 Tactics 43 Strategic Planning at the Company, Marketing, and Sales Force Levels 44 Strategic Planning for the Total Company 44 xviii Contents Strategic Marketing Planning 45 Sales Force Strategy 45 Strategic Trends 46 Multiple Sales Channels 46 Multiple Relationship Strategies 47 Systems Selling 48 Team Selling 49 Marketing Management's Social Responsibility 50 Summary, Key Terms, Questions and Problems 51 Experiential Exercises 52 References 53 Case 2-1 Matsushita Electrical Corporation of America 53 Case 2-2 Computer Training Institutes, Inc. 56 3 The Personal Selling Process 58 Prospecting 59 Identifying Leads 60 Qualifying Leads 60 S Part II Organizing, Staffing and Trai 4 Sales Force Organization 80 Nature of Sales Organizations 80 Sales Force Organization and Strategic Planning 81 Characteristics of a Good Organization 81 Role of an Informal Organization 81 Basic Types of Organizations 83 Specialization within a Sales Department 87 Geographical Specialization 88 Product Specialization 89 Market Specialization 91 Preapproach—Planning the Sale 62 Customer Research 62 Planning the Sales Presentation 63 The Approach 63 Need Assessment 64 The Presentation 66 Product Demonstrations 67 Prepared Sales Presentations 67 Developing Effective Presentations 68 Meeting Objections 69 Price or Value Objections 69 Product/Service Objections 70 Procrastinating Objections 70 Hidden Objections 70 Gaining Commitment 71 Follow-Up 72 Summary, Key Terms 73 Questions and Problems, Experiential Exercises 74 References 75 Case 3-1 Gem Tools, Inc. 75 Case 3-2 Fletcher Electric, Inc. 76 ining a Sales Force 79 Combination of Organizational Bases 93 Additional Strategic Organizational Alternatives 93 National Account Management 94 Buying Centers and Team Selling 97 Independent Sales Organizations 101 Telemarketing and Electronic Marketing 101 Organizing for International Sales 107 Home-Country Middlemen 107 Foreign-Country Middlemen 108 Contents Company Sales Force Located Abroad 109 Summary 109 Key Terms 110 Questions and Problems 111 Experiential Exercises 112 References 113 Case 4-1 Tricon Industries, Organizing the Sales Force 114 Case 4-2 Microplastics, Inc., Need for Reorganization 117 Case 4-3 Excel Tools, Inc., Sales Organization for New Products and Markets 119 5 Profiling and Recruiting Salespeople 122 Sales Force Selection and Strategic Planning 122 Importance of a Good Selection Program 123 The Law and Sales Force Selection 124 Scope of Sales Force Staffing Process 127 The Planning Phase of the Process 128 The Recruiting Phase of the Process 128 The Selection Phase of the Process 128 The Hiring and Assimilation Phases of the Process 128 Establish Responsibility for Recruiting, Selection, and Assimilation 128 Determine the Number of People Wanted 129 Determine the Type of People Wanted 130 Job Analysis 130 Job Description 131 Qualifications Needed to Fill the Job 132 Methods of Determining Qualifications 134 xix Recruiting and Its Importance 135 Need for Many Recruits 137 Find and Maintain Good Recruiting Sources 137 Recruiting Sources of Sales Representatives 138 Referrals 138 Within the Company 139 Other Companies: Competitors, Customers, Noncompetitors 140 Educational Institutions 141 Advertisements 141 Employment Agencies 143 Computerized Databases 143 Voluntary Applicants 144 Part-Time Workers 144 Diversity 144 Minority Groups 144 Women 145 Legal Considerations 145 Recruiting Evaluation 146 Summary 147 Key Terms 148 Questions and Problems 148 Experiential Exercises 149 References 154 Case 5-1 Computer Services Corporation, Improving the Recruiting Process 156 Case 5-2 Evergreen Life Insurance Company, Pressure to Add a Male to an All-Female Sales Force 158 Case 5-3 Peerless Generators, Inc., Developing a Recruiting Program 161 6 Selecting Applicants 164 Selecting Applicants and Strategic Planning 164 Legal Considerations 165 Application Blanks 165 Reasons for Using Application Blanks 167 xx Contents Information Asked for on Application Blanks 168 Personal Interviews 169 Nature and Purpose 169 Reliability of Personal Interviews as Predictors of Success 170 Improving the Validity of Interviews 170 Interview Structure 171 Interview Focus 172 Timing of the Interview 174 Psychological Testing 174 Legal Aspects of Testing 177 A Framework for Testing 177 Problems in Testing 178 References and Other Outside Sources 179 Assessment Centers 181 Reaching a Decision about an Applicant 182 Summary 183 Key Terms, Questions and Problems 184 Experiential Exercises, References 186 Case 6-1 The Sweet Home Wood Products Company, Selecting a Sales Rep 187 Case 6-2 Delta Products Company, Selection of Sales Representation 189 Case 6-3 Bay Automotive Parts Center, Selection of Inside Salesperson 192 7 Hiring and Socializing New Salespeople 194 Hiring 194 Preoffer Planning 195 Extending the Offer 197 Socialization 199 Preemployment Socialization 199 Assimilation 201 Orientation Information 201 The Paycheck 201 The Expense Account 202 Office Practices 202 Dining Facilities 203 What Is Going to Happen Next? 203 Orientation Experience 204 Need for Effective Communication 204 Meeting Social and Psychological Needs 207 Socialization and Cultural Diversity 208 Mentoring New Employees 209 Summary, Key Terms, Questions and Problems 210 Experiential Exercises 211 References 212 Case 7-1 Universal Computers, Evaluation of Hiring Procedures 212 Case 7-2 Pacific Paper Products, Indoctrination of New Salespeople 214 8 Developing, Delivering, and Reinforcing a Sales Training Program 21 7 The Value of Sales Training 217 Sales Training and Strategic Planning 220 Training Assessment 221 Training Program Objectives 221 Who Should Be Trained? 222 Identifying Training Needs and Setting Specific Goals 224 How Much Training Is Needed? 225 Program Design 226 Who Should Do the Training? 226 When Training Should Take Place 229 Where Training Should Take Place 230 Content of Training 231 Training Techniques 237 Reinforcement 240 Training Evaluation 241 Outcomes and Measures 241 Contents Summary, Key Terms, Questions and Problems 242 Experiential Exercises 243 References 244 Case 8-1 Jl Part III Directing Sales Force Operat 9 Motivating a Sales Force 252 Motivation—What Is It? 252 Dimensions of Sales Motivations 252 Motivation and Strategic Planning 253 Importance of Motivation 253 Unique Nature of the Sales Job 253 Individuality of Salespeople 254 Diversity in Company Goals 254 Changes in Market Environment 254 Behavioral Concepts in Motivation 254 Understanding Individual Needs 255 Hierarchy of Needs Theory 255 Dual-Factor Theory 256 Reward Evaluation 257 Performance/Reward: A Conditional Link 258 Effort/Performance: A Conditional Link 259 Salesperson Characteristics 260 Selecting Effective Combinations of Motivational Tools 263 Financially Based Rewards 264 Compensation 264 Sales Contests 264 Nonfinancial Rewards 267 Job Enrichment 267 Recognition and Honor Awards 267 Promotions 269 Encouragement and Praise 269 Sales Meetings 269 Purposes of Sales Meetings 269 Planning for Sales Meetings 270 xxi Centauri Planetary Systems, Ltd., Cross- Cultural Sales Training 245 Case 8-2 Imaginative Staffing, Inc. (A), Training Program for a Selling Team 247 ions 250 Challenges and Changes in Sales Force Motivation 270 Plateaued Salespeople 270 Sales Force Segmentation 271 Motivation and Performance 271 Summary 272 Key Terms, Questions and Problems 273 Experiential Exercises, References 274 Case 9-1 Biolab Pharmaceutical Company, A Quest for Motivations Skills 275 Case 9-2 International Chemical Industries, Use of Motivational Funds 277 10 Sales Force Compensation 280 Sales Force Compensation and Strategic Planning 281 Objectives of a Compensation Plan 281 The Company's Perspective 282 The Salesperson's Perspective 284 Designing a Sales Compensation Plan 285 Some Useful Generalizations 285 Review Job Description 286 Identify Specific Objectives of Plan 286 Include Job Elements Controllable by Sales Force and Objectively Measurable 286 xxii Contents Establishing the Level of Compensation 287 Factors Influencing Level of Compensation 287 Developing the Method of Compensation 288 Basic Types of Compensation Plans 288 Straight Salary Plans 290 Straight Commission Plans 291 Combination Plans 296 Linking the Method to the Objective 299 Indirect Monetary Compensation 300 Final Steps in Development of the Plan 301 Pretest the Plan 301 Introduce Plan to Sales Force 302 Install Plan and Evaluate It Periodically 302 Summary 302 Key Terms 303 Questions and Problems 304 Experiential Exercises, References 305 Case 10-1 ID Systems, Inc., Directing Salespeople's Efforts through a Compensation System 306 Case 10-2 Imaginative Staffing, Inc. (B), Compensating a Sales Team 308 Case 10-3 Xerox Corporation, Limits on Sales Reps' Earnings 310 Case 10-4 Walton Enterprises, Inc., Revising a Sales Force Compensation Plan 311 11 Sales Force Expenses and Transportation 314 Sales Force Expenses and Strategic Planning 314 Internal Revenue Service Regulations 315 Legitimate Travel and Business Expenses 316 Characteristics of a Sound Expense Plan 317 No Net Gain or Loss for the Reps 317 Equitable Treatment of the Reps 317 No Curtailment of Beneficial Activities 317 Simple and Economical to Administer 317 Avoids Disputes 318 Company Control of Expenses and Elimination of Padding 318 Methods of Controlling Expenses 318 Salespeople Pay Own Expenses 318 Unlimited-Payment Plans 319 Limited-Payment Plans 320 Combination Plans 321 Control of Sales Force Transportation 321 Ownership of Automobiles 321 Reimbursement Plans for Employee- Owned Cars 324 Other Methods of Expense Control 327 Training and Enforcement 327 Credit Cards 328 The Expense Bank Account 328 Change in Nature of Entertainment 328 Telemarketing 328 Careful Travel Planning 329 Summary, Key Terms, Questions and Problems 330 Experiential Exercises, References 332 Case 11-1 Pan Pacific Trading Company, Expense Account Auditing Policy 332 Case 11-2 Lutz International, Tactical Problems in Managing Expense Accounts 335 Contents 12 Leadership and Supervision of a Sales Force 338 Leadership—What Is It? 338 Leadership Characteristics and Skills 338 Personal Characteristics 338 Managerial Skills and Behaviors 339 Leadership Style 341 Task-Oriented Style 341 Relationship-Oriented Style 341 Situational Leadership 341 Charismatic Leadership 342 Supervision—What Is It? 343 Supervision and Strategic Planning 344 Reasons for Supervision 344 Training and Assistance 344 Enforcement 344 Better Performance and Improved Morale 344 Amount of Supervision Needed 345 Factors Determining How Much Supervision Is Needed 346 Tools and Techniques of Supervision 347 Personal Contact 347 Sales Reports 347 Telecommunications 349 Printed Aids 349 Meetings 350 Indirect Supervisory Aids 350 Problems Encountered in Leadership and Supervision 351 Poor Performance 351 Substance Abuse 351 Expense Accounts 354 Unethical Behavior 354 Sexual Harassment 354 Summary 355 Key Terms, Questions and Problems 356 Experiential Exercises, References 357 Case 12-1 Jupiter Specialties, Developing a Sales Info System 358 xxiii Case 12-2 Kapfer Equipment Co., Declining Performance of a Good Sales Rep 360 13 Sales Force Morale 363 The Nature and Importance of Morale 363 Morale and Strategic Planning 364 Factors Shaping Sales Force Morale 365 Corporate Culture 365 Organizational/Work Climate 366 Individual Perceptions and Beliefs 366 Satisfaction with the Job 367 Social Interaction 370 Effects of Sales Force Morale 371 Low Morale 372 High Morale 373 Special Problems in Morale 374 Dissatisfaction with Promotions 374 Severence 374 Handling Older Salespeople 375 Titles 375 Determining the Cause of Poor Morale 376 Provide an Outlet for Complaints 376 Take Complaints Seriously 376 Conduct Opinion and Attitude Surveys 376 Use Exit Interviews 377 The Morale-Building Process 377 Integrating Interests 377 Communications 378 Developing a Strong Corporate Culture and Positive Organization Climate 378 Summary 378 Key Terms, Questions and Problems 379 Experiential Exercises, References 380 Case 13-1 Prudential Securities, Impact of Unfavorable Publicity on Sales Force Morale 381 xxiv Contents Case 13-2 Taylor Electronics Company, Sales Rep Resists a Change in Job Status 382 Case 13-3 The Club at Morningside, Impact of Difficult Economic Times 385 H Part IV Sales Planning 388 14 Estimating Market Potential and Forecasting Sales 390 Sales Forecasting and Strategic and Operational Planning 391 Explanation of Basic Terms 391 Market Potential and Sales Potential 391 Sales Forecast 392 Estimating Potential and Forecasting Sales 392 Estimating Market and Sales Potentials 394 Customer Analysis 394 Market-Factor Derivation 395 Surveys of Buyer Intentions 396 Test Markets 397 Territory Potentials 398 Sales Forecasting 400 Importance of Sales Forecasting 401 Difficulty of Sales Forecasting 401 Sales Forecasting Periods 401 Factors Influencing the Sales Forecast 402 Sales Forecasting Methods 403 Executive Opinion 403 Sales Force Composite 405 Moving Average Technique 405 Exponential Smoothing Models 408 Regression Analysis 409 "Must-Do" Forecasts 411 Capacity-Based Forecasts 412 Case 13-4 Old Dan Ricker, Problems with a Mature Sales Rep 386 Some Guiding Principles for Forecasting 412 Fit the Method to the Product/ Market 412 Use More than One Method 413 Minimize the Number of Market Factors 413 Recognize the Limitations of Forecasting 414 Use the Minimum-Maximum Technique 415 Understand Mathematics and Statistics 415 Review the Forecasting Process 415 Summary 415 Key Terms, Questions and Problems 416 Experiential Exercises, References 417 Case 14-1 Andros Intercom, Revising a Sales Forecasting Approach 418 Case 14-2 Precision Tools, Inc., Revision of Sales Forecasting Model 421 Case 14-3 The Newport Cosmetics Company, Forecasting Sales for a New Product 423 15 Sales Territories 425 Nature and Benefits of Territories 425 Contents Procedure for Designing Territories 426 Determine Basic Control Unit for Territorial Boundaries 427 Determine the Location and Potential of Customers 429 Determine Basic Territories 429 Using Computers in Territory Design 434 Assign Salespeople to Territories 435 Revising Sales Territories 438 Indications of Need for Adjustment 438 Effect of Revision on Sales Force 439 Territorial Coverage—Managing a Sales Rep's Time 439 Routing the Sales Force 439 Time Management and Computer Support Systems 441 Summary 442 Key Terms, Questions and Problems 443 Experiential Exercises 444 References 445 Case 15-1 Athenian Press, Inc., Redesigning Sales Territories 445 Case 15-2 Neptune Plumbing Company, A Conflict Involving Sales Territories 448 16 Sales Budgets and Quotas 451 Budgeting and Strategic Planning 451 Purposes of Budgeting 452 Planning 452 Coordination 452 Evaluation 452 Determining the Sales Budget 452 Budgeting by Percentage of Sales Method 453 Budgeting by the Objective and Task Method 453 XXV Budgets for Sales Department Activities 454 The Sales Budget 454 The Selling-Expense Budget 454 The Administrative Budget 455 The Budgeting Process for the Firm 455 Budget Periods 456 The Budget-Making Procedure 456 Managing with Budgets 458 Sales Quotas 458 Relation to Sales Potential, Sales Forecast, and Budget 459 Sales Quotas and Strategic Management 459 Purposes of Sales Quotas 459 Types of Quotas 462 Sales Volume Quotas 462 Profit Quotas 463 Expense Quotas 464 Activity Quotas 464 Combination Quotas 464 Bases for Setting a Sales Volume Quota 465 Quotas Based on Sales Potential 465 Quotas Based on Factors Other Than Potential 466 Administration of Sales Quotas 468 Typical Administrative Weaknesses 468 Gaining Sales Force Acceptance of a Quota Plan 469 Summary 470 Key Terms, Questions and Problems 471 Experiential Exercises, References 472 Case 16-1 Aerospace Systems, Inc., Budget Reduction Policy 473 Case 16-2 Masters Lead Company, How Much Budget Flexibility? 475 Case 16-3 Some Incidents in Quota Setting, Climb the Next Mountain 476 xxvi Contents S PartV Evaluating Sales Performance 479 1 7 Analysis of Sales Volume 480 Strategic Relationship between Planning and Evaluation 481 Relation of Performance Evaluation to Sales Control 481 Introduction to Sales Force Performance Evaluation 482 A Marketing Audit: A Total Evaluation Program 482 A Sales Management Audit 483 The Evaluation Process 483 Components of Performance Evaluation 484 Performance Evaluation and Misdirected Marketing Effort 484 Nature of Misdirected Marketing Effort: The 80-20 Principle Reasons for Misdirected Effort 485 Sales Information Must Be Detailed 486 Bases for Analyzing Sales Volume 487 Total Sales Volume 487 Sales by Territories 488 Sales by Products 490 Sales by Customer Classifications 492 Sales Volume Analysis Is Usually Insufficient 493 Use of Computers in Sales Analysis 493 Summary, Key Terms 494 Questions and Problems, Experiential Exercises 495 References 496 Case 17-1 Seal Rite Envelope Company (A), Analysis of Sales Volume 496 18 Marketing Cost and Profitability Analysis 498 Nature and Scope of Marketing Cost Analysis 498 Marketing Cost Analysis and the Accounting System 498 Marketing Cost Analysis Compared with Production Cost Accounting 499 Types of Marketing Cost Analysis 500 Analysis of Ledger Expenses 500 Analysis of Activity Expenses 500 Analysis of Activity Costs by Market Segments 502 Problems in Marketing Cost Analysis 507 Allocating Costs 507 The Contribution-Margin versus Full- Cost Controversy 510 Use of Findings from Profitability Analysis 512 Territorial Decisions 512 Products 513 Size of Order 514 Return on Investment—An Evaluation Tool 515 Use of Return on Assets Managed to Evaluate Field Sales Managers 517 Summary 518 Key Terms, Questions and Problems 519 Experiential Exercises, References 520 Case 18-1 Seal Rite Envelope Company (B), Profitability Analysis 521 19 Evaluating a Salesperson's Performance 522 Nature and Importance of Performance Evaluation 522 Concept of Evaluation and Development 523 Concept of Evaluation and Direction 523 Contents Importance of Performance Evaluation 523 Difficulties Involved in Evaluating Performance 524 Importance of a Good Job Description 525 Program for Evaluating Performance 525 Establish Some Basic Policies 525 Select Bases for Evaluation 526 Set Performance Standards 531 Compare Performance with Standards 532 Discuss the Evaluation with the Salesperson 537 Using Evaluation Data: An Example 538 Joe's Sales Performance 538 Gus's Sales Performance 542 Paula's Sales Performance 542 The Sales Manager's Decisions 543 Summary 543 Key Terms, Questions and Problems 544 Experiential Exercises, References 545 Case 19-1 Lorrie Foods, Inc., Designing an Evaluation System 546 Case 19-2 Seal Rite Envelope Company (C), Evaluation of Telemarketing Reps 458 20 Ethical and Legal Responsibilities of Sales Managers 551 Business Ethics and Sales Management 552 The Legal-Ethical Confusion 552 The Pressure to Compromise Personal Ethics 553 The Problem of Determining Ethical Standards 554 Ethical Situations Facing Salespeople and Sales Executives 554 xxvii Setting Ethical Guidelines 558 Public Regulation and Sales Managers 560 Price Discrimination 560 Unfair Competition 561 Green River Ordinances 564 Cooling-OffLaws 564 Current Problems 564 Summary, Key Terms, Questions and Problems 565 Experiential Exercises, References 567 Case 20-1 National Publishing Company, An Entrepreneurially Inclined Sales Manager 567 Case 20-2 Aerospace Systems (B), Disclosure of Planned Terminations 569 Appendix A Integrative Cases 574 Case A-l Johnson Drug Company Implementing a Sales Strategy Change 576 Case A-2 National Paging, Inc., Conducting a Sales Analysis 580 Case A-3 Hanover-Bates Chemical Corporation, Evaluating District Performance 582 Case A-4 ChemGrow, Inc., Evaluating Sales Performance 588 Case A-5 PEP Threads, Inc., (A), Selecting a Sales Manager 597 Case A-6 PEP Threads, Inc., (B), A Possible Conflict of Interest 598 Appendix B Careers in Sales Management 600 The Challenge 600 Career Paths in Sales Management 601 xxviii Contents Typical Career Paths 601 Geographic Coverage 603 Geographic Location 603 Types of Selling Activities 603 The Rewards of a Sales Management Job 603 Direct Monetary Rewards— the Money 604 Indirect Monetary Payments 604 The Life of a Sales Executive 604 What It Takes to Be a Successful Sales Manager 606 Education 606 Experience 606 Leadership Skills 607 Administrative Skills 607 Desire 608 Your Strategic Career Plan 608 The Matter of Goals 609 What Do You Need to Do to Achieve Your Goals? 609 What Is Your Level of Aspiration? 609 What Is Your Timetable? 610 Personal Criteria 610 A Final Word 610 Refs 610
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author	Stanton, William J. Spiro, Rosann L.
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callnumber-first	H - Social Science
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dewey-full	658.8/1
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dewey-sort	3658.8 11
dewey-tens	650 - Management and auxiliary services
discipline	Wirtschaftswissenschaften
discipline_str_mv	Wirtschaftswissenschaften
edition	10. ed.
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spelling	Stanton, William J. Verfasser aut Management of a sales force William J. Stanton ; Rosann Spiro 10. ed. Boston [u.a.] Irwin/McGraw-Hill 1999 XXVIII, 628 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Management gtt Marketing gtt Verkooptechnieken gtt Verkopers gtt Sales force management Personalentwicklung (DE-588)4121465-1 gnd rswk-swf Verkauf (DE-588)4117346-6 gnd rswk-swf Außendienst (DE-588)4003828-2 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Teamwork (DE-588)4126974-3 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Verkäufer (DE-588)4126928-7 gnd rswk-swf Marketingmanagement (DE-588)4168907-0 gnd rswk-swf Handelsvertreter (DE-588)4023260-8 gnd rswk-swf Verkäufer (DE-588)4126928-7 s Führung (DE-588)4018776-7 s Personalentwicklung (DE-588)4121465-1 s DE-604 Außendienst (DE-588)4003828-2 s Teamwork (DE-588)4126974-3 s Marketingmanagement (DE-588)4168907-0 s 1\p DE-604 Handelsvertreter (DE-588)4023260-8 s 2\p DE-604 Verkauf (DE-588)4117346-6 s 3\p DE-604 Strategisches Management (DE-588)4124261-0 s 4\p DE-604 Spiro, Rosann L. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016575034&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 4\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk
spellingShingle	Stanton, William J. Spiro, Rosann L. Management of a sales force Management gtt Marketing gtt Verkooptechnieken gtt Verkopers gtt Sales force management Personalentwicklung (DE-588)4121465-1 gnd Verkauf (DE-588)4117346-6 gnd Außendienst (DE-588)4003828-2 gnd Führung (DE-588)4018776-7 gnd Teamwork (DE-588)4126974-3 gnd Strategisches Management (DE-588)4124261-0 gnd Verkäufer (DE-588)4126928-7 gnd Marketingmanagement (DE-588)4168907-0 gnd Handelsvertreter (DE-588)4023260-8 gnd
subject_GND	(DE-588)4121465-1 (DE-588)4117346-6 (DE-588)4003828-2 (DE-588)4018776-7 (DE-588)4126974-3 (DE-588)4124261-0 (DE-588)4126928-7 (DE-588)4168907-0 (DE-588)4023260-8
title	Management of a sales force
title_auth	Management of a sales force
title_exact_search	Management of a sales force
title_exact_search_txtP	Management of a sales force
title_full	Management of a sales force William J. Stanton ; Rosann Spiro
title_fullStr	Management of a sales force William J. Stanton ; Rosann Spiro
title_full_unstemmed	Management of a sales force William J. Stanton ; Rosann Spiro
title_short	Management of a sales force
title_sort	management of a sales force
topic	Management gtt Marketing gtt Verkooptechnieken gtt Verkopers gtt Sales force management Personalentwicklung (DE-588)4121465-1 gnd Verkauf (DE-588)4117346-6 gnd Außendienst (DE-588)4003828-2 gnd Führung (DE-588)4018776-7 gnd Teamwork (DE-588)4126974-3 gnd Strategisches Management (DE-588)4124261-0 gnd Verkäufer (DE-588)4126928-7 gnd Marketingmanagement (DE-588)4168907-0 gnd Handelsvertreter (DE-588)4023260-8 gnd
topic_facet	Management Marketing Verkooptechnieken Verkopers Sales force management Personalentwicklung Verkauf Außendienst Führung Teamwork Strategisches Management Verkäufer Marketingmanagement Handelsvertreter
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016575034&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT stantonwilliamj managementofasalesforce AT spirorosannl managementofasalesforce

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