Sales force management: planning, implementation, and control
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston, Mass. <<[u.a.]>>
Irwin
1990
|
| Ausgabe: | 3. ed. |
| Schriftenreihe: | The Irwin series in marketing
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 845 S. graph. Darst. |
| ISBN: | 0256098670 0256080046 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804138148140154880 |
|---|---|
| adam_text | Chapter 1
An Overview of Personal Selling and Sales Management 1
Are the Stereotypes Accurate? 3
The Diversity of Sales Jobs 3
Retail Selling versus Industrial Selling
Types of Industrial Sales Jobs
Some Attractive Characteristics of Sales Jobs: The Salesperson s Viewpoint 7
— Freedom of Action
-¦-¦¦ Variety and Challenge
Opportunities for Advancement
Compensation
Working Conditions
Selling Costs as a Major Part of Marketing Budgets
The Role of Personal Selling in a Customer-Driven Marketing Strategy: The Xerox
Example: 13
A Change in Strategy
The New Marketing Strategy
The Role of the Sales Force
The Current Situation
What Is Involved in Sales Management? 19
Formulation of a Strategic Sales Program
Implementation of the Sales Program
Evaluation and Control of the Sales Program
Summary 29
PART ONE
FORMULATION OF A STRATEGIC SALES PROGRAM 32
Chapter 2
The Environment, Marketing Planning, and the Sales
Program 35
Campbell Soup Stirs Up Its Sales Force 36
Campbell s Changing Environment
Campbell Changes Its Marketing Strategy
CampheU New Marketing Strategy Leads to a Change in the Sales Force After the Changes—Campbell s Performance Is Still Thin and Watery
ix
x Contents
Relationships among Environmental Factors, Marketing Plans,
and the Sales Program 42
Marketing Planning 44
The Importance of Planning
The Planning Process
Impact of the Environment on Marketing and Sales Planning 55
The External Environment
The Organizational Environment
Environmental Constraints on Sales Force Performance 67
) The Effects of Organizational Factors on Sales Productivity
1 Effects of the External Environment on Sales Productivity
—} Implications for Sales Managers
Summary 70
Chapter 3
Selling Activities and Account Management Policies 75
-—) The Role of Personal Selling in the Marketing Mix 76
Promotional Tools 78
Advantages of Personal Selling as a Promotional Tool
Determinants of the Proper Role of Personal Selling in a Firm s
Overall Marketing Strategy
Summary of Personal Selling s Role in Marketing Strategy
Account Management Policies and Sales Program Planning 84
—~ ) The Organizational Buying Process 87
Who Makes Organizational Buying Decisions?
The Organizational Buying Center
Stages in the Organizational Buying Process
— ; Selling Activities 96
Sales Jobs Involve a Wide Variety of Activities
Steps in the Selling Process
Major Account Management Approach
Summary 108
Appendix A: Alternative Selling Techniques 111
Chapter 4
Organizing the Selling Effort 117
Herman Miller Redesigns Its Sales and Distribution Organization 118
The Changing Environment of the Office Furniture Industry
Miller Reorganizes to Strengthen Its Competitive Position
Herman Miller s Attention to Sales Organization Is Not Typical 121
Purposes of Sales Organization 123
Division and Specialization of Labor
Stability and Continuity of Organizational Performance
Coordination and Integration
Horizontal Structure of the Sales Force 126
A Company Sales Force or Independent Agents?
Contents xi
Geographic Organization
Product Organization
Organization by Customers or Markets
Organization by Selling Function
Telemarketing and the Organization of Inside and Outside Sales Forces
Organizing to Service National and Key Accounts 140
Alternative Organizational Approaches for Dealing with Key Accounts
Team Selling
Multilevel Selling
Computer-to-Computer Ordering
Vertical Structure of the Sales Organization 146
Number of Management Levels and Span of Control
Management Roles and Staff Support
Some Additional Questions 151
Summary 152
Chapter 5
Demand Estimation 157
Clarification of Terms 158
Estimation of Demand 161
Determine Who Uses the Product or Service
Determine Rate of Use
Determine Who Buys the Product or Service
Determine the Market Motivations for Purchase
Importance of Sales Forecast 163
Users Expectations 164
Advantages
Disadvantages
Sales Force Composite 166
Advantages
Disadvantages
Jury of Executive Opinion 168
Advantages
Disadvantages
Delphi Technique
Market Test 172
Advantages
Disadvantages
Time Series Analysis 176
Moving Averages
Exponential Smoothing
Decomposition
Advantages
Disadvantages
Statistical Demand Analysis 183
Advantages
Disadvantages
Choosing a Forecasting Method 186
xii Contents
Developing Territory Estimates 191
Industrial Goods
Consumer Goods
Summary 198
Chapter 6
Sales Territories 203
The Need for Sales Territories 204
Sales Force Morale
Market Coverage
Evaluation and Control
Sales Force Size 210
Breakdown Method
Workload Method
Incremental Method
Sales Territory Design 220
Select Basic Control Unit
Estimate Market Potential
Form Tentative Territories
Perform Workload Analysis
Adjust Tentative Territories
Assign Salespeople to Territories
Summary 238
Chapter 7
-- / Sales Quotas 241
Purposes of Quotas 243
Provide Incentives for Salespeople
Evaluate Sales Performance
Control Sales Efforts
Problems with Quotas
Characteristics of a Good Quota Plan 245
The Quota-Setting Process 247
Select Types of Quotas
Determine Relative Importance of Each Type
Determine Level of Each Type
Summary 261
Cases for Part One 265
Case 1-1: The Valley Winery 266
Case 1-2: Omega Medical Products, Inc. 274
Case 1-3: Olsen Seed Farms 282
Case 1-4: Barro Stickney, Inc. 289
Case 1-5: Gildersleeve Furniture Enterprises 295
Case 1-6: Business Research Associates 298
Contents xiii
Case 1-7: Persoft, Inc. 301
Case 1-8: Delaware Paint and Plate Glass Industries, Inc. 306
Case 1-9: Midwest Medical Equipment Corporation 311
Case 1-10: National Manufacturing Company 314
Case 1-11: Calendar Coffee Company 323
PART TWO
IMPLEMENTATION OF THE SALES PROGRAM 330
Chapter 8
-— ) Model of Salesperson Performance 333
The Model 334
The Role Perceptions Component 335
The Motivation Component 337
The Aptitude Component 337
The Skill Level Component 340
The Personal, Organizational, and Environmental Variable Component 340
Rewards 342
Satisfaction 343
Importance for Sales Management 345
Summary 346
Chapter 9
—/ The Salesperson s Role Perceptions 349
The Salesperson s Role 350
Susceptibility of the Salesperson s Role 352
Boundary Position
Large Role Set
Innovative Role
Role Conflict and Ambiguity 355
Common Expectations and Key Areas of Conflict and Ambiguity
Consequences of Conflict and Ambiguity
Causes of Conflict and Ambiguity
Role Accuracy 367
Nature of Role Accuracy
Causes, Consequences, and Management Implications of Perceived Linkages
The Role Component and the Sales Manager 374
Summary 375
Chapter 10
Personal Characteristics and Sales Aptitude: Criteria for
Selecting Salespeople 379
Are Good Salespeople Born or Made? The Determinants of
Successful Sales Performance 380
xiv Contents
A Review of Past Research
The Costs of Inappropriate Selection Standards
Characteristics of Successful Salespeople 385
The Characteristics That Sales Managers Look For
Research Concerning the Personal Characteristics of Successful Salespeople
Demographic and Physical Variables
Background and Experience
Current Status and Lifestyle Variables
Aptitude Variables
Personality Variables
Skill Variables
Job-Specific Determinants of Good Sales Performance 401
Selling Different Types of Products and Services
Different Types of Sales Jobs
Implications for Sales Management 406
Summary 407
Chapter 11
Sales Force Recruitment and Selection 411
Wilkinson Sword USA Builds a New Sales Force 412
Recruitment and Selection Issues 413
Who Is Responsibile for Recruiting and Selecting Salespeople? 415
Job Analysis and Determination of Selection Criteria 416
Job Analysis and Description
Determining Job Qualifications and Selection Criteria
Recruiting Applicants 421
Internal Sources—People within the Company
External Sources
Selection Procedures 430
Application Blanks
Personal Interviews
Reference Checks
Physical Examinations
Tests
Equal Employment Opportunity Requirements in Selecting Salespeople 441
Requirements for Tests
Requirements for Interviews and Application Forms
Summary 443
Chapter 12
Sales Training: Objectives, Techniques, and Evaluation 447
How IBM Teaches Techies to Sell 448
An Overview of Other Sales Training Programs 449
What s Wrong with Sales Training Programs? 451
Improving Sales Training 454
Creating Credibility in Sales Training
Needed: A Back-to-the-Basics Approach
Contents xv
Sales Training Needs
Objectives of Sales Training 465
Increase Productivity
Improve Morale
Lower Turnover
~~^ Improve Customer Relations
Manage Time and Territory Better
The Timing of Sales Training 466
Training the New Sales Recruit 467
Content of Training Programs for New Recruits 468
Product Knowledge
Market /Industry Orientation
Company Orientation
Time and Territory Management
Other Subjects
Relative Importance of Methods 475
Descriptions of Selected Methods 476
On-the-Job Training
Classroom Training
Electronic Training Methods
Training Experienced Sales Personnel 479
Adaptive Selling: Knowing How to Sell
Measuring the Costs and Benefits of Sales Training 484
Sales Training Costs
Measurement Criteria
Measuring Broad Benefits
Measuring Specific Benefits
Summary 487
Chapter 13
~—) Motivating the Sales Force 491
The Great Cookie War 492
Nabisco s Strategy
Grandma Enters the Cookie Business
Performance Outcomes
What Went Wrong?
The Psychological Process of Motivation 495
Expectancies—Perceived Links between Effort and Performance
Instrumentalities—Perceived Links between Performance and Rewards
Valence for Rewards
Can the Motivational Model Predict Salesperson Effort and Performance? 501
The Impact of a Salesperson s Personal Characteristics on Motivation 502
Satisfaction
Demographic Characteristics
Job Experience
Psychological Traits
Performance Attributions
Management Implications
xvi Contents
Career Stages and Salesperson Motivation 508
Career Stages
The Problem of the Plateaued Salesperson
The Impact of Environmental Conditions on Motivation 516
The Impact of Organizational Variables on Motivation 517
Supervisory Variables and Leadership
Incentive and Compensation Policies
Summary 520
Chapter 14
/ Designing Compensation and Incentive Programs 523
Procedures for Designing a Compensation and Incentive Program 526
Assessing Company Objectives and Determining What Dimensions of Sales
Performance to Encourage 526
Assessing Salespeople s Valences and Choosing an Attractive Mix of Rewards 529
Determining the Appropriate Level of Total Compensation 530
Dangers of Paying Too Much
Dangers of Paying Too Little
Choosing the Most Effective Form of Financial Compensation 532
Components and Objectives
Types of Compensation Plans
Straight Salary
Straight Commission
Combination Plans
Other Issues in Designing Combination Plans
A Summary Overview of Financial Compensation Methods
The Reimbursement of Selling Expenses 542
Direct Reimbursement Plans
Limited Reimbursement Plans
No Reimbursement Plans
Sales Contests 548
Contest Objectives
Contest Themes
Probability of Winning
Type of Rewards
Promotion and Follow-through
Criticisms of Sales Contests
Nonfinancial Rewards 553
Promotion and Career Paths
Recognition Programs
Summary 555
Cases for Part Two 561
Case 2-1: General Electric Appliances 562
Case 2-2: Agrisystem Farm Machines, Inc. 576
Case 2-3: Adams Brands 582
Case 2-4: Reliable Meter Company 589
Contents xvii
Case 2-5: Golden Bear Distributors 596
Case 2-6: Stone Lewis 604
Case 2-7: Chips-to-Dip, Inc. 613
Case 2-8: Acme Machine Corporation 620
Case 2-9: Associated Directories, Inc. 623
Case 2-10: Atlas Steel Service Center 631
Case 2-11: Highlights for Children 633
Case 2-12: California Credit Life Insurance Group 645
Case 2-13: Genner Security Systems, Inc. 656
PART THREE
EVALUATION AND CONTROL OF THE SALES
PROGRAM 662
Chapter 15
Sales Analysis 665
Nature of Control 666
Marketing Audit 666
Objectives
Policies
Organization
Methods and Procedures
Personnel
Sales Analysis 670
Key Decisions in a Sales Analysis 673
Type of Evaluation System
Sources and Processing of Information
Desired Breakdowns
A Hierarchical Sales Analysis 678
Iceberg Principle
Simple versus Comparative Analysis
Isolate and Explode
Decision Support System (DSS) 685
Summary 690
Chapter 16
Cost Analysis 695
Cost Analysis Development 696
Accounting versus Marketing Costs 697
Full-Cost or Contribution Margin 698
Direct versus Indirect Costs
Specific versus General Expense
Which to Use
Procedure 703
xviii Contents
Purpose
Natural Accounts versus Functional Accounts
Allocate Functional Costs
Sum Allocated Costs
The Process Illustrated 707
Apportion Natural Account Costs to Functional Accounts
Allocate Functional Costs to Segments
Profitability of Stan Tucker by Customer
Prospects and Problems 715
Return on Assets Managed 716
Summary 721
Chapter 17
Behavior and Other Performance Analyses 727
Performance versus Effectiveness 728
Objective Measures 731
Output Measures
Input Measures
Ratios
Caution Is in Order
Subjective Measures 739
Problems in Use
Behaviorally Anchored Rating Scales
Decision Support Systems and Use of Microcomputers 750
Corrective Action 751
Summary 753
Cases for Part Three 759
Case 3-1: Computing Systems Ltd. 760
Case 3-2: Crestlight Paper Company 768
Case 3-3: Susan Kay Greenhouses 776
Case 3-4: Supersonic Stereo, Inc. 781
Case 3-5: Country Roads, Inc. 786
Case 3-6: Anderson Distributors, Inc. 799
Case 3-7: Wentworth Industrial Cleaning Supplies 808
Index 827
|
| adam_txt |
Chapter 1
An Overview of Personal Selling and Sales Management 1
Are the Stereotypes Accurate? 3
The Diversity of Sales Jobs 3
Retail Selling versus Industrial Selling
Types of Industrial Sales Jobs
Some Attractive Characteristics of Sales Jobs: The Salesperson's Viewpoint 7
"— Freedom of Action
-¦-¦¦ Variety and Challenge
Opportunities for Advancement
Compensation
Working Conditions
Selling Costs as a Major Part of Marketing Budgets
The Role of Personal Selling in a Customer-Driven Marketing Strategy: The Xerox
Example: 13
A Change in Strategy
The New Marketing Strategy
The Role of the Sales Force
The Current Situation
What Is Involved in Sales Management? 19
Formulation of a Strategic Sales Program
Implementation of the Sales Program
Evaluation and Control of the Sales Program
Summary 29
PART ONE
FORMULATION OF A STRATEGIC SALES PROGRAM 32
Chapter 2
The Environment, Marketing Planning, and the Sales
Program 35
Campbell Soup Stirs Up Its Sales Force 36
Campbell's Changing Environment
Campbell Changes Its Marketing Strategy
CampheU\ New Marketing Strategy Leads to a Change in the Sales Force After the Changes—Campbell's Performance Is Still Thin and Watery
ix
x Contents
Relationships among Environmental Factors, Marketing Plans,
and the Sales Program 42
Marketing Planning 44
The Importance of Planning
The Planning Process
Impact of the Environment on Marketing and Sales Planning 55
The External Environment
The Organizational Environment
Environmental Constraints on Sales Force Performance 67
) The Effects of Organizational Factors on Sales Productivity
1 Effects of the External Environment on Sales Productivity
—} Implications for Sales Managers
Summary 70
Chapter 3
Selling Activities and Account Management Policies 75
-—) The Role of Personal Selling in the Marketing Mix 76
Promotional Tools 78
Advantages of Personal Selling as a Promotional Tool
Determinants of the Proper Role of Personal Selling in a Firm's
Overall Marketing Strategy
Summary of Personal Selling's Role in Marketing Strategy
Account Management Policies and Sales Program Planning 84
"—~ ) The Organizational Buying Process 87
Who Makes Organizational Buying Decisions?
The Organizational Buying Center
Stages in the Organizational Buying Process
— ; Selling Activities 96
Sales Jobs Involve a Wide Variety of Activities
Steps in the Selling Process
Major Account Management Approach
Summary 108
Appendix A: Alternative Selling Techniques 111
Chapter 4
Organizing the Selling Effort 117
Herman Miller Redesigns Its Sales and Distribution Organization 118
The Changing Environment of the Office Furniture Industry
Miller Reorganizes to Strengthen Its Competitive Position
Herman Miller's Attention to Sales Organization Is Not Typical 121
Purposes of Sales Organization 123
Division and Specialization of Labor
Stability and Continuity of Organizational Performance
Coordination and Integration
Horizontal Structure of the Sales Force 126
A Company Sales Force or Independent Agents?
Contents xi
Geographic Organization
Product Organization
Organization by Customers or Markets
Organization by Selling Function
Telemarketing and the Organization of "Inside" and "Outside" Sales Forces
Organizing to Service National and Key Accounts 140
Alternative Organizational Approaches for Dealing with Key Accounts
Team Selling
Multilevel Selling
Computer-to-Computer Ordering
Vertical Structure of the Sales Organization 146
Number of Management Levels and Span of Control
Management Roles and Staff Support
Some Additional Questions 151
Summary 152
Chapter 5
Demand Estimation 157
Clarification of Terms 158
Estimation of Demand 161
Determine Who Uses the Product or Service
Determine Rate of Use
Determine Who Buys the Product or Service
Determine the Market Motivations for Purchase
Importance of Sales Forecast 163
Users' Expectations 164
Advantages
Disadvantages
Sales Force Composite 166
Advantages
Disadvantages
Jury of Executive Opinion 168
Advantages
Disadvantages
Delphi Technique
Market Test 172
Advantages
Disadvantages
Time Series Analysis 176
Moving Averages
Exponential Smoothing
Decomposition
Advantages
Disadvantages
Statistical Demand Analysis 183
Advantages
Disadvantages
Choosing a Forecasting Method 186
xii Contents
Developing Territory Estimates 191
Industrial Goods
Consumer Goods
Summary 198
Chapter 6
Sales Territories 203
The Need for Sales Territories 204
Sales Force Morale
Market Coverage
Evaluation and Control
Sales Force Size 210
Breakdown Method
Workload Method
Incremental Method
Sales Territory Design 220
Select Basic Control Unit
Estimate Market Potential
Form Tentative Territories
Perform Workload Analysis
Adjust Tentative Territories
Assign Salespeople to Territories
Summary 238
Chapter 7
-- / Sales Quotas 241
Purposes of Quotas 243
Provide Incentives for Salespeople
Evaluate Sales Performance
Control Sales Efforts
Problems with Quotas
Characteristics of a Good Quota Plan 245
The Quota-Setting Process 247
Select Types of Quotas
Determine Relative Importance of Each Type
Determine Level of Each Type
Summary 261
Cases for Part One 265
Case 1-1: The Valley Winery 266
Case 1-2: Omega Medical Products, Inc. 274
Case 1-3: Olsen Seed Farms 282
Case 1-4: Barro Stickney, Inc. 289
Case 1-5: Gildersleeve Furniture Enterprises 295
Case 1-6: Business Research Associates 298
Contents xiii
Case 1-7: Persoft, Inc. 301
Case 1-8: Delaware Paint and Plate Glass Industries, Inc. 306
Case 1-9: Midwest Medical Equipment Corporation 311
Case 1-10: National Manufacturing Company 314
Case 1-11: Calendar Coffee Company 323
PART TWO
IMPLEMENTATION OF THE SALES PROGRAM 330
Chapter 8
-— ) Model of Salesperson Performance 333
The Model 334
The Role Perceptions Component 335
The Motivation Component 337
The Aptitude Component 337
The Skill Level Component 340
The Personal, Organizational, and Environmental Variable Component 340
Rewards 342
Satisfaction 343
Importance for Sales Management 345
Summary 346
Chapter 9
—/ The Salesperson's Role Perceptions 349
The Salesperson's Role 350
Susceptibility of the Salesperson's Role 352
Boundary Position
Large Role Set
Innovative Role
Role Conflict and Ambiguity 355
Common Expectations and Key Areas of Conflict and Ambiguity
Consequences of Conflict and Ambiguity
Causes of Conflict and Ambiguity
Role Accuracy 367
Nature of Role Accuracy
Causes, Consequences, and Management Implications of Perceived Linkages
The Role Component and the Sales Manager 374
Summary 375
Chapter 10
Personal Characteristics and Sales Aptitude: Criteria for
Selecting Salespeople 379
Are Good Salespeople Born or Made? The Determinants of
Successful Sales Performance 380
xiv Contents
A Review of Past Research
The Costs of Inappropriate Selection Standards
Characteristics of Successful Salespeople 385
The Characteristics That Sales Managers Look For
Research Concerning the Personal Characteristics of Successful Salespeople
Demographic and Physical Variables
Background and Experience
Current Status and Lifestyle Variables
Aptitude Variables
Personality Variables
Skill Variables
Job-Specific Determinants of Good Sales Performance 401
Selling Different Types of Products and Services
Different Types of Sales Jobs
Implications for Sales Management 406
Summary 407
Chapter 11
Sales Force Recruitment and Selection 411
Wilkinson Sword USA Builds a New Sales Force 412
Recruitment and Selection Issues 413
Who Is Responsibile for Recruiting and Selecting Salespeople? 415
Job Analysis and Determination of Selection Criteria 416
Job Analysis and Description
Determining Job Qualifications and Selection Criteria
Recruiting Applicants 421
Internal Sources—People within the Company
External Sources
Selection Procedures 430
Application Blanks
Personal Interviews
Reference Checks
Physical Examinations
Tests
Equal Employment Opportunity Requirements in Selecting Salespeople 441
Requirements for Tests
Requirements for Interviews and Application Forms
Summary 443
Chapter 12
Sales Training: Objectives, Techniques, and Evaluation 447
"How IBM Teaches Techies to Sell" 448
An Overview of Other Sales Training Programs 449
What's Wrong with Sales Training Programs? 451
Improving Sales Training 454
Creating Credibility in Sales Training
Needed: A Back-to-the-Basics Approach
Contents xv
Sales Training Needs
Objectives of Sales Training 465
Increase Productivity
Improve Morale
Lower Turnover
~~^ Improve Customer Relations
Manage Time and Territory Better
The Timing of Sales Training 466
Training the New Sales Recruit 467
Content of Training Programs for New Recruits 468
Product Knowledge
Market /Industry Orientation
Company Orientation
Time and Territory Management
Other Subjects
Relative Importance of Methods 475
Descriptions of Selected Methods 476
On-the-Job Training
Classroom Training
Electronic Training Methods
Training Experienced Sales Personnel 479
Adaptive Selling: Knowing How to Sell
Measuring the Costs and Benefits of Sales Training 484
Sales Training Costs
Measurement Criteria
Measuring Broad Benefits
Measuring Specific Benefits
Summary 487
Chapter 13
~—) Motivating the Sales Force 491
The Great Cookie War 492
Nabisco's Strategy
Grandma Enters the Cookie Business
Performance Outcomes
What Went Wrong?
The Psychological Process of Motivation 495
Expectancies—Perceived Links between Effort and Performance
Instrumentalities—Perceived Links between Performance and Rewards
Valence for Rewards
Can the Motivational Model Predict Salesperson Effort and Performance? 501
The Impact of a Salesperson's Personal Characteristics on Motivation 502
Satisfaction
Demographic Characteristics
Job Experience
Psychological Traits
Performance Attributions
Management Implications
xvi Contents
Career Stages and Salesperson Motivation 508
Career Stages
The Problem of the Plateaued Salesperson
The Impact of Environmental Conditions on Motivation 516
The Impact of Organizational Variables on Motivation 517
Supervisory Variables and Leadership
Incentive and Compensation Policies
Summary 520
Chapter 14
/ Designing Compensation and Incentive Programs 523
Procedures for Designing a Compensation and Incentive Program 526
Assessing Company Objectives and Determining What Dimensions of Sales
Performance to Encourage 526
Assessing Salespeople's Valences and Choosing an Attractive Mix of Rewards 529
Determining the Appropriate Level of Total Compensation 530
Dangers of Paying Too Much
Dangers of Paying Too Little
Choosing the Most Effective Form of Financial Compensation 532
Components and Objectives
Types of Compensation Plans
Straight Salary
Straight Commission
Combination Plans
Other Issues in Designing Combination Plans
A Summary Overview of Financial Compensation Methods
The Reimbursement of Selling Expenses 542
Direct Reimbursement Plans
Limited Reimbursement Plans
No Reimbursement Plans
Sales Contests 548
Contest Objectives
Contest Themes
Probability of Winning
Type of Rewards
Promotion and Follow-through
Criticisms of Sales Contests
Nonfinancial Rewards 553
Promotion and Career Paths
Recognition Programs
Summary 555
Cases for Part Two 561
Case 2-1: General Electric Appliances 562
Case 2-2: Agrisystem Farm Machines, Inc. 576
Case 2-3: Adams Brands 582
Case 2-4: Reliable Meter Company 589
Contents xvii
Case 2-5: Golden Bear Distributors 596
Case 2-6: Stone Lewis 604
Case 2-7: Chips-to-Dip, Inc. 613
Case 2-8: Acme Machine Corporation 620
Case 2-9: Associated Directories, Inc. 623
Case 2-10: Atlas Steel Service Center 631
Case 2-11: Highlights for Children 633
Case 2-12: California Credit Life Insurance Group 645
Case 2-13: Genner Security Systems, Inc. 656
PART THREE
EVALUATION AND CONTROL OF THE SALES
PROGRAM 662
Chapter 15
Sales Analysis 665
Nature of Control 666
Marketing Audit 666
Objectives
Policies
Organization
Methods and Procedures
Personnel
Sales Analysis 670
Key Decisions in a Sales Analysis 673
Type of Evaluation System
Sources and Processing of Information
Desired Breakdowns
A Hierarchical Sales Analysis 678
Iceberg Principle
Simple versus Comparative Analysis
Isolate and Explode
Decision Support System (DSS) 685
Summary 690
Chapter 16
Cost Analysis 695
Cost Analysis Development 696
Accounting versus Marketing Costs 697
Full-Cost or Contribution Margin 698
Direct versus Indirect Costs
Specific versus General Expense
Which to Use
Procedure 703
xviii Contents
Purpose
Natural Accounts versus Functional Accounts
Allocate Functional Costs
Sum Allocated Costs
The Process Illustrated 707
Apportion Natural Account Costs to Functional Accounts
Allocate Functional Costs to Segments
Profitability of Stan Tucker by Customer
Prospects and Problems 715
Return on Assets Managed 716
Summary 721
Chapter 17
Behavior and Other Performance Analyses 727
Performance versus Effectiveness 728
Objective Measures 731
Output Measures
Input Measures
Ratios
Caution Is in Order
Subjective Measures 739
Problems in Use
Behaviorally Anchored Rating Scales
Decision Support Systems and Use of Microcomputers 750
Corrective Action 751
Summary 753
Cases for Part Three 759
Case 3-1: Computing Systems Ltd. 760
Case 3-2: Crestlight Paper Company 768
Case 3-3: Susan Kay Greenhouses 776
Case 3-4: Supersonic Stereo, Inc. 781
Case 3-5: Country Roads, Inc. 786
Case 3-6: Anderson Distributors, Inc. 799
Case 3-7: Wentworth Industrial Cleaning Supplies 808
Index 827 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Churchill, Gilbert A. Ford, Neil M. Walker, Orville C. |
| author_facet | Churchill, Gilbert A. Ford, Neil M. Walker, Orville C. |
| author_role | aut aut aut |
| author_sort | Churchill, Gilbert A. |
| author_variant | g a c ga gac n m f nm nmf o c w oc ocw |
| building | Verbundindex |
| bvnumber | BV023509310 |
| callnumber-first | H - Social Science |
| callnumber-label | HF5438 |
| callnumber-raw | HF5438.4.C48 1990 |
| callnumber-search | HF5438.4.C48 1990 |
| callnumber-sort | HF 45438.4 C48 41990 |
| callnumber-subject | HF - Commerce |
| classification_rvk | QP 600 |
| ctrlnum | (OCoLC)915810112 (DE-599)BVBBV023509310 |
| dewey-full | 658.8/10120 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.8/101 20 |
| dewey-search | 658.8/101 20 |
| dewey-sort | 3658.8 3101 220 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| genre_facet | Lehrbuch |
| id | DE-604.BV023509310 |
| illustrated | Illustrated |
| index_date | 2024-07-02T22:31:05Z |
| indexdate | 2024-07-09T21:23:35Z |
| institution | BVB |
| isbn | 0256098670 0256080046 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016832419 |
| oclc_num | 915810112 |
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| owner | DE-521 |
| owner_facet | DE-521 |
| physical | XVIII, 845 S. graph. Darst. |
| publishDate | 1990 |
| publishDateSearch | 1990 |
| publishDateSort | 1990 |
| publisher | Irwin |
| record_format | marc |
| series2 | The Irwin series in marketing |
| spelling | Churchill, Gilbert A. Verfasser aut Sales force management planning, implementation, and control Gilbert A. Churchill ; Neil M. Ford ; Orville C. Walker 3. ed. Boston, Mass. <<[u.a.]>> Irwin 1990 XVIII, 845 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier The Irwin series in marketing Sales management Vertrieb (DE-588)4127117-8 gnd rswk-swf Personalpolitik (DE-588)4045269-4 gnd rswk-swf Marketingmanagement (DE-588)4168907-0 gnd rswk-swf Außendienst (DE-588)4003828-2 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Vertriebsorganisation (DE-588)4078869-6 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Sales-promotion (DE-588)4076968-9 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Sales-promotion (DE-588)4076968-9 s Management (DE-588)4037278-9 s DE-604 Vertrieb (DE-588)4127117-8 s 2\p DE-604 Außendienst (DE-588)4003828-2 s Personalpolitik (DE-588)4045269-4 s 3\p DE-604 Vertriebsorganisation (DE-588)4078869-6 s Strategisches Management (DE-588)4124261-0 s 4\p DE-604 Marketingmanagement (DE-588)4168907-0 s 5\p DE-604 Ford, Neil M. Verfasser aut Walker, Orville C. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016832419&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 5\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Churchill, Gilbert A. Ford, Neil M. Walker, Orville C. Sales force management planning, implementation, and control Sales management Vertrieb (DE-588)4127117-8 gnd Personalpolitik (DE-588)4045269-4 gnd Marketingmanagement (DE-588)4168907-0 gnd Außendienst (DE-588)4003828-2 gnd Management (DE-588)4037278-9 gnd Vertriebsorganisation (DE-588)4078869-6 gnd Strategisches Management (DE-588)4124261-0 gnd Sales-promotion (DE-588)4076968-9 gnd |
| subject_GND | (DE-588)4127117-8 (DE-588)4045269-4 (DE-588)4168907-0 (DE-588)4003828-2 (DE-588)4037278-9 (DE-588)4078869-6 (DE-588)4124261-0 (DE-588)4076968-9 (DE-588)4123623-3 |
| title | Sales force management planning, implementation, and control |
| title_auth | Sales force management planning, implementation, and control |
| title_exact_search | Sales force management planning, implementation, and control |
| title_exact_search_txtP | Sales force management planning, implementation, and control |
| title_full | Sales force management planning, implementation, and control Gilbert A. Churchill ; Neil M. Ford ; Orville C. Walker |
| title_fullStr | Sales force management planning, implementation, and control Gilbert A. Churchill ; Neil M. Ford ; Orville C. Walker |
| title_full_unstemmed | Sales force management planning, implementation, and control Gilbert A. Churchill ; Neil M. Ford ; Orville C. Walker |
| title_short | Sales force management |
| title_sort | sales force management planning implementation and control |
| title_sub | planning, implementation, and control |
| topic | Sales management Vertrieb (DE-588)4127117-8 gnd Personalpolitik (DE-588)4045269-4 gnd Marketingmanagement (DE-588)4168907-0 gnd Außendienst (DE-588)4003828-2 gnd Management (DE-588)4037278-9 gnd Vertriebsorganisation (DE-588)4078869-6 gnd Strategisches Management (DE-588)4124261-0 gnd Sales-promotion (DE-588)4076968-9 gnd |
| topic_facet | Sales management Vertrieb Personalpolitik Marketingmanagement Außendienst Management Vertriebsorganisation Strategisches Management Sales-promotion Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016832419&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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