Sales management: teamwork, leadership, and technology
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Fort Worth, Tex. [u.a.]
Harcourt College Publ.
2001
|
| Ausgabe: | 6. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVI, 568 S. Ill. |
| ISBN: | 0030319676 |
Internformat
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| 100 | 1 | |a Futrell, Charles M. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Sales management |b teamwork, leadership, and technology |c Charles M. Futrell |
| 250 | |a 6. ed. | ||
| 264 | 1 | |a Fort Worth, Tex. [u.a.] |b Harcourt College Publ. |c 2001 | |
| 300 | |a XXVI, 568 S. |b Ill. | ||
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Datensatz im Suchindex
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|---|---|
| adam_text | Brief Contents
Part I Introduction to Sales Management 1
Chapter 1 Sales Management: Its Nature, Rewards, and Responsibilities 2
Chapter 2 Social, Ethical, and Legal Responsibilities of
Sales Personnel 24
Part II Planning the Sales Team s Efforts 49
Chapter 3 Building Relationships through Strategic Planning 50
Chapter 4 The Market-Driven Sales Organization 76
Chapter 5 Forecasting Market Demand and Sales Budgets 98
Chapter 6 Design and Size of Sales Territories 118
Chapter 7 Sales Objectives and Quotas 140
Part HI Staffing the Sales Team 165
Chapter 8 Planning for and Recruiting Successful Salespeople 166
Chapter 9 Selection, Placement, and Socialization of
Successful Salespeople 188
Part VI Training the Sales Team 213
Chapter 10 The Management of Sales Training and Development 214
Chapter 11 Contents of the Sales Training Program: Sales Knowledge
and the Selling Process 238
Part V Directing the Sales Team 271
Chapter 12 Motivating Salespeople toward High Performance 272
Chapter 13 Compensation for High Performance 298
Chapter 14 Leading the Sales Team 330
Part VI Controlling the Sales Team 361
Chapter 15 Analysis of Sales and Marketing Costs 362
Chapter 16 Evaluation of Salespeople s Performance 388
Sales Force Experiential Exercises 416
Exploring Sales Force Technology 430
Comprehensive Cases 441
Notes 545
Glossary 553
Index 561
Contents
Part I
Introduction to Sales Management 1
Chapter 1
Sales Management: Its Nature, Rewards, and
Responsibilities 2
What Is Sales Management? 4
The Five Functions of Sales Managers 5
Planning 6
Staffing 6
Training 7
Leading 7
Controlling 7
Sales Performance 7
Major Parts of an Organizational System 8
Types of Sales Managers 9
Vertical Differences 9
Horizontal Differences 10
How Does One Become a Sales Manager? 11
Sales Management Skills 12
Conceptual and Decision Skills 12
People Skills 12
Technical Skills 13
Promotion from Salesperson to Sales
Manager 13
What Is It like to Be a Sales Manager? 14
First-Line Sales Management 14
The Promotion Experience 15
Problems New Managers Experience 15
Making a Successful Transition to
Management 16
Technology Sales Personnel Use 16
Selling and Managing Globally:
When in Rome Do What the Romans Do 17
Learning to Be a Sales Manager 17
Management in Action: Ethical Dilemma:
Who Made the Sale? 18
The Bottom Line 19
Case 1.1 The Wilson Company: Is a Sales Manager s
Job Really for Me? 21
Case 1.2 Nabisco:What They Didn t Teach Us in
Sales Class 22
Chapter 2
Social, Ethical, and Legal Responsibilities of
Sales Personnel 24
Management s Social Responsibilities 26
Organizational Stakeholders 26
An Organization s Main Responsibilities 27
Managing the Sales Team:
Caterpillar, Inc. 28
How to Demonstrate Social
Responsibility 28
What Influences Ethical Behavior? 29
The Individual s Role 29
The Organization s Role 29
Management s Ethical Responsibilities 30
What Is Ethical Behavior? 30
What Is an Ethical Dilemma? 30
Managing the Sales Team: Questions to Ask
Yourself in Ethical Decision Making 31
Ethics in Dealing with Salespeople 31
Level of Sales Pressure 31
Decisions Affecting Territory 32
To Tell the Truth? 33
The III Salesperson 33
Employee Rights 33
Salespeople s Ethics in Dealing with Their
Employers 35
Misusing Company Assets 35
Moonlighting 35
Cheating 35
Affecting Fellow Salespeople 35
Managing the Sales Team: Are These Socially
Responsible Actions? 36
Technology Theft 36
Ethics in Dealing with Customers 36
Bribes or Gifts 36
Selling and Managing Globally:
Customer Gift Giving in Japan 3 7
Misrepresentation 3 7
Price Discrimination 38
Tie-in Sales 39
Exclusive Dealership 39
Reciprocity 39
Sales Restrictions 39
Managing Sales Ethics 39
Follow the Leader 40
Leader Selection Is Important 40
Establish a Code of Ethics 40
Create Ethical Structures 41
Encourage Whistle-Blowing 41
Create an Ethical Sales Climate 41
Establish Control Systems 41
Management in Action: Ethical Dilemma:
It s Just What I Need! 42
The Bottom line 42
XX / Contents
Case 2.1 Mississippi Leasing, Inc.:
Is This Legal? 46
Case 2.2 Illinois Office Machines, Inc.: How
Should You Handle Competition? 47
Part II
Planning the Sales Team s Efforts 49
Chapter 3
Building Relationships through
Strategic Planning 50
Importance of Corporate Planning 52
Strategic Planning 52
Tactical and Operational Planning 52
Establishing a Mission and Vision 53
What Is Marketing? 54
Definition of Marketing 54
Marketing s Importance to the Firm 55
Marketing Generates Sales 56
Marketing Provides Quality Service 56
Essentials of a Finn s Marketing Effort 56
Product: It s More Than You Might Think 56
Services Are Products 57
Price: It s Important to Success 59
Distribution: It Has to Be Available 59
Promotion: People Have to Be Told 59
The Goal of a Marketing Mix 61
Relationship Marketing 62
Levels of Relationship Marketing 62
Technology Builds Relationships and
Partners 63
Relationship Marketing and the Sales Force 63
Personal Selling Builds Relationships 64
Salespeople Generate Revenue 64
Salespeople Provide Service 64
Salespeople Implement Relationship
Marketing 65
Strategic Planning and the Sales Management
Process 65
Planning a Sales Strategy 65
The Development of Sales Strategies 65
Setting Next Year s Sales Plan 67
Sales Objectives Direct Other Activities 71
Management in Action: Ethical Dilemma:
It s All Right to Do Overseas/ 72
The Bottom Line 72
Case 3-1 Alabama Wholesalers, Inc.: Plans
Don t Always Work! 75
Chapter 4
The Market-Driven Sales Organization 76
Factors Influencing Organizational Design and
Structure 78
Marketing and Markets 79
Salespeople Work in Two Markets 79
Sales Jobs Are Varied and Can Be Classified 79
Applications of the Sales Job
Classifications 80
True Salespeople Are Hard to Find 81
The Salesperson s Job Activities as a Territorial
Manager 81
Sales Organizational Design 83
Purposes and Importance of Job Design 83
Sales Organizational Structure 83
The Line Organization 83
Specialized Design 84
Organizing for Selling to International
Customers 87
Organizing for Selling to Major
Customers 87
Selling and Managing Globally: A Typical
Sales Day in China: What to Expect 89
New Forms of Organizations 89
Strategic Alliances 89
Team-Based Organizations 90
Coordination and Technology 90
International Coordination 91
Management in Action: Ethical Dilemma:
This Reorganization Creates Layoffs 91
Coordination Provides Customer Service 92
The Bottom Line 92
Case 4.1 Alaska Office Supplies: Everyone Is
Part of the Sales Team 95
Case 4.2 Reynolds Reynolds: Team Selling 96
Chapter 5
Forecasting Market Demand and
Sales Budgets 98
Managing Sales Information 100
Forecasting Market Demand 100
Uses of Sales Forecasts 101
The Forecasting Process 101
The Breakdown and Buildup Forecasting
Categories 102
Sales Forecasting Methods 103
Selling and Managing Globally: Watch Out in
Russia and China—They May Bug Your Room to
Find Out Your Secrets 104
Survey Forecasting Methods 104
Mathematical Forecasting Methods 105
The Top Brass Approves the Final
Forecast 110
The Need to Overcome
Computerpbobia 110
The Sales Manager s Budget 111
Budget Purposes 112
Sales Force Budgeting Methods 112
Forecasted Budget for Sales Regions 113
Budgets Should Be Flexible 114
Management in Action: Ethical Dilemma:
Let s Buy It! 114
The Bottom Line 114
Case 5.1 Florida Computer Sales: What
Info Is Needed? 117
Chapter 6
Design and Size of Sales Territories 118
What Is a Sales Territory? 120
Who Is Responsible for Territorial
Development? 120
Selling and Managing Globally:
Salespeople Are Making It Happen in
China 121
Factors to Consider When Designing Sales
Territories 122
Select Basic Control Units 123
Analyze Salespeople s Workloads 123
Determine Basic Territories 124
Assign to Territories 128
Customer Contact Plan 129
Evaluation and Revision of Sales
Territories 132
The Sales Territory Is a Business 132
The Right Salesperson Pays Off 133
Open Sales Territories 133
Using Computers to Design Territories 133
Management in Action: Ethical Dilemma:
Is It Too Early to Tell? 134
The Bottom line 134
Case 6.1 Arizona Electrical, Inc.: Is the
Information Important? 138
Case 6.2 Sally Malone s District: Development
of an Account Segmentation Plan 139
Chapter 7
Sales Objectives and Quotas 140
What Is a Quota? 142
Why Are Quotas Important? 142
Quotas Provide Performance Targets 142
Quotas Provide Standards 142
Quotas Provide Control 142
Quotas Provide Change of Direction 143
Quotas Are Motivational 143
Contents / xxl
Types of Quotas 143
Sales Volume Quotas 143
Profit Quotas 144
Expense Quotas 145
Activity Quotas 146
Customer Satisfaction 146
Selling and Managing Globally:
Working a Deal in the Arab World 147
Quota Combinations 147
Methods for Setting Sales Quotas 147
Quotas Based on Forecasts and
Potentials 147
Quotas Based on Forecasts Only 148
Quotas Based on Past Experience 148
Quotas Based on Executive
fudgments 148
Quotas Salespeople Set 149
Quotas Related to Compensation 149
Examples of Setting Sales Quotas 149
How Restaurant Supply Corporation Sets
Quotas 149
How General Mills Sets Quotas 150
Selling by Objectives (SBO) Sets Future
Targets 152
Treating the Territory as a Business 152
Managing Each Account 152
Managing Each Call 153
Managing Oneself 154
Basic Levels of Individual Objectives 154
The Procedures for Setting Objectives and Quotas
with Salespeople 155
Prepare the Way 155
Schedule Conferences with Each
Salesperson 156
Prepare a Written Summary of Goals Agreed
Upon 157
Optional Group Meetings to Share
Objectives 157
A Good Objective and Quota Plan Is
SMART 158
Selling-by-Objectives Management 158
The Basic Managing Method Is a Two-Way
Approach 158
Management in Action: Ethical Dilemma:
Have You Lost the Sale? 159
The Sales Territory Is Where Quotas Are
Made 160
The Bottom Line 160
Case 7.1 Arkansas Fishing Company: Are
Quotas Accurate? 163
Case 7.2 Harrell Manufacturing: Elimination
of Sales Budgets and Quotas 164
Xxii / Contents
Part III
Staffing the Sales Team 165
Chapter 8
Planning for and Recruiting Successful
Salespeople 166
What Is Sales Human Resource
Management? 168
People Planning 168
More Effective and Efficient Use of Human
Resources 168
Improved Sales Force Performance 169
Who Does the Planning? 170
People Forecast 170
Determining the Type of Person for the Job 171
The Job Analysis Is Important 171
Managing the Sales Team: Why Do Sales
Personnel Leave Their Employers? 171
Job Descriptions and Specifications for Successful
People 172
What Are Job Specifications for Successful
Salespeople? 173
Profiling the Successful Candidate 173
Recruitment s Purpose 175
Legal Influences 175
What Recruiting Information Can Be
Collected? 177
Recruitment of Salespeople 178
How Many Recruits Does It Take? 178
Who Does the Recruiting? 179
Sources of Recruits—Where Are They
Found? 179
Internal Sources 179
External Sources 180
Realistic Job Previews Help Both Company and
Recruits 180
Selling and Managing Globally: Chinese
Culture: Don t Shy Away from
Negotiating 181
The Qualified Applicant Pool 181
Recruitment Evaluation 182
Management in Action: Ethical Dilemma:
Should I Go against the Commander? 182
The Bottom Line 182
Case 8.1 Connecticut Candy Wholesalers: An
Unusual Cause of Turnover 185
Case 8.2 R. J. Reynolds: Selecting the Best
Sales Team 186
Chapter 9
Selection, Placement, and Socialization of
Successful Salespeople 188
Selection and Placement of Successful Sales
Personnel 190
Is Selection the Most Important Element in
Fielding a Sales Force? 190
Purposes and Importance of Selection and
Placement 190
Factors Influencing Selection and
Placement 191
Predictors for Selection Decisions 191
What Are Predictors? 191
Sources for Collecting Information 192
Is the Information Job Related? 193
The Selection Process 193
The Job Application Blank 194
The Personal Interview—A One-on-One Selling
Situation 194
Tests 198
Selling and Managing Globally: Selecting
Socialist Salespeople 200
Assessment Centers 201
Employment References 201
Physical Examinations 202
Evaluating Selection and Placement
Decisions 202
People May Reject the Offer! Why? 203
The Socialization of Sales Personnel 203
Management in Action: Ethical Dilemma:
Terminating a Successful Salesperson 205
The Bottom Line 205
Case 9-1 Delaware Firearms: Is This the
Correct Person? 208
Case 9.2 Bob Johnson: Searching for a
Sales Job 209
Case 9.3 Martin, Inc.:The First Woman
Is Hired 211
Part IV
Training the Sales Team 213
Chapter 10
The Management of Sales Training
and Development 214
What Is Sales Training? 216
Reengineering Training 216
Change Brings about Training
Reengineering 216
Purposes of Sales Training 216
A Sales Training Model 217
Phase One: Planning for Sales Training 217
Organizational Analysis 218
Operational Analysis 218
Sales Personnel Analysis 219
Customer Analysis 219
Selling and Managing Globally: Little Cold
Calling in Japan 219
Making the Needs Assessment 220
Sources of Information for Determining
Training Needs 220
Phase Two: Organizing for Sales Training 221
Technology-Based Training Methods 221
Role Playing 222
On-the-Job Training 223
Training Learning Curves 223
Where Does Training Take Place? 225
When Does Training Occur? 226
Phase Three: Staffing for Sales Training 226
Who Is Involved in Training? 226
Managing the Sales Team: Job Description for
Sales Training Manager 227
Phase Four: Directing the Sales Training
Effort 227
Training Culture 227
Support from the Top 228
Leadership 228
Phase Five: Sales Training Evaluation 228
Steps in the Evaluation 228
Management in Action: Ethical Dilemma: This
Test Is a Piece of Cake! 231
The Bottom Line 231
Case 10.1 Georgia Auto Supply: Does Training
Work? 234
Case 10.2 Toys and More, Inc: Development of a
Sales Training Program 235
Case 10.3 The Telecommunications Corporation:
Training s Impact on Performance 236
Chapter 11
Contents of the Sales Training Program: Sales
Knowledge and the Selling Process 238
Learning Is a Lifelong Journey 240
Should It Be Called Training or Education? 240
Relationship of Training to Learning 241
On-thejob Behavior 242
Sales Knowledge Development 242
Company Knowledge 243
The Sales Role 243
Product Knowledge 243
Prices 244
Advertising and Sales Promotion 244
Channels of Distribution 244
Customers 244
Competition, Industry, and Economy 244
Territorial Management Skills 244
Selling and Managing Globally:
Respecting the Traditions of India 245
Contents / xxlil
Knowledge of Technology 245
Sales and Customer Service
Enhancement 246
Managing the Sales Team: The Computer as
Sales Assistant 24 7
Personal Productivity 247
Communications with Customers and
Employer 249
Managing the Sales Team: The Sales Business
Card—Telephone, Fax, Beeper, E-Mail 249
Customer Order Processing and Service
Support 250
E-Commerce and the Sales Force 250
Global Technology 251
Sales Skills Development 251
Persuasive Communications 251
The Selling Process 252
Prospecting Finds Customers 252
Preapproach Is Precall Planning 255
The Approach—Opening the Sales
Presentation 257
Making a Great Presentation 258
The Trial Close 261
Objections A re Salespeople s Friends 261
The Close 263
Follow-Up and Service Quality Are
Critical 263
Research Reinforces Chapter s Sales Success
Strategies 264
Adapting to Global Markets 264
Management in Action: Ethical Dilemma:
Now What? 265
The Bottom Line 265
Case 11.1 Hawaiian Novelties: Did You Make the
Correct Choice? 268
Case 11.2 Taster s Club: Development of a Sales
Presentation 269
PARTV
Directing the Sales Team 271
Chapter 12
Motivating Salespeople toward
High Performance 272
Motivation at Ebby Halliday Realtors© 274
Understand What Motivation Is All About 274
The Sales Motivational Mix 275
Develop a Sales Culture 276
Implementation of a Sales Culture 276
Know Salespeople s Basic Needs 277
What s in It for Me? 277
What Is the Probability of Success? 2 78
xxiv / Contents
Will I Be Rewarded for Success? 2 78
Are the Rewards Worth It? 279
Are the Rewards Fair? 280
How to Facilitate Equity 281
A Salesperson s Behavioral Model 283
The Dynamics of the Model 285
Get to Know the Personal Side of
Salespersons! 285
Understand the Salesperson s Motivational
Behavior 286
Match People s Motives with Incentives They
Value 286
Managing the Sales Team: How to Motivate
Yourself and Others! 287
Selling and Managing Globally:
French versus American Salespeople 288
Motivational Coaching Is Needed for High-
Performance Results 289
Salespeople Have Boundary Positions 289
Be Realistic about Motivating Salespeople! 290
Management in Action: Ethical Dilemma:
Should I or Shouldn t I? 291
The Bottom line 292
Case 12.1 Idaho Bakery Supplies: How Can
You Motivate This Salesperson? 295
Case 12.2Teletronic Electronics:The First
Woman Is Hired 296
Chapter 13
Compensation for High Performance 298
Compensation at Ingersoll-Rand 300
Selling and Managing Globally: The Japanese
Take Relationship Selling Seriously 300
Compensation Is More Than Money 301
Purposes of Compensation 301
Designing a Compensation Program 303
Determine Sales Force and Compensation
Objectives 303
Determine Major Compensation
Factors 304
Implement Long- and Short-Range
Compensation Programs 305
Relate Rewards to Performance 306
Measurement of Performance 306
Appraisal and Recycling 306
Performance-Based Pay: Prerequisites and
Obstacles 306
Types of Compensation Plans 307
Straight Salary 307
Straight Commission Plans 310
Combination Salary Plans 312
The Manager s Compensation 316
Sales Force Expenses 316
Types of Expense Plans 317
Fringe Benefits 319
The Total Compensation Package 319
Factors to Consider When Developing a New
Plan 319
Information to Collect 319
Developing and Introducing a New Plan 320
Pretest the Plan 321
Sell the Plan to the Sales Force 321
Management in Action: Ethical Dilemma:
Health Care Benefits Don t Cover This 321
Constantly Evaluate the Plan 322
The Bottom line 322
Case 13.1 Illinois Satellite: Selling Your
Top Salesperson 326
Case 13.2 ComputerBytes, Inc.: Should
It Use a Draw Compensation Plan? 327
Chapter 14
Leading the Sales Team 330
The Nature of Leadership 332
Leaders versus Managers 332
Characteristics of the Visionary Leader 332
An Integrative Sales Manager s Model of
Leadership 333
The Sales Manager 334
Personality Characteristics 334
Needs and Motives 334
Power 334
Past Experience and Reinforcement 335
The Sales Manager s Behavior and
Activities 336
Behavior Influences Salespeople 336
Activities Influence Salespeople 338
Selling and Managing Globally:
Europe and IBM—Changes Had to Be Made 340
The Salesperson 347
Personality Characteristics 347
Needs and Motives 347
Performance Level 347
Past Experience 349
Leadership Style Selection Requires
Power 350
The Sales Group 350
Characteristics 350
Expectations 350
Norms 351
Sales Culture 351
The Situation 352
The Task Faced 352
The Organizational Factors 352
Management in Action: Ethical Dilemma:
Personal Problems Affect Work 352
The Problem Faced 353
The Time Pressures 353
The Salesperson s Behavior 353
The Bottom Line 353
Case 14.1 Indiana Restaurant Equipment
Supplies: What to Do with the Guerrilla 356
Case 14.2 R.J. Reynolds Tobacco Company:
Beyond Field Sales .. The Home Office 357
Case 14.3 Ohio Biotech, Inc.: Night Work and
Travel Have to Stop 359
Case 14.4 C D Foods, Inc.: Leadership:Who
Is the Best for the Job? 360
Part VI
Controlling the Sales Team 361
Chapter 15
Analysis of Sales and Marketing Costs 362
Marketing Audit 364
Sales Force Audit 364
Directing the Marketing Effort 365
Net Sales Volume Analysis 368
What Is Sales Analysis? 368
Analyzing Sales Volume 369
Marketing Cost Analysis 372
What Is Marketing Cost A nalysis? 3 72
Uses of Marketing Cost Analysis 373
Objectives of Marketing Cost Analysis 373
Assigning Marketing Costs 373
Methods for Determining Profitability 3 75
Techniques of Cost Analysis 378
Return on Investment 381
Increasing Productivity 381
Selling and Managing Globally: Cost of a
Sales Force versus Independent Sales Agents
in Italy 381
Problems in Cost Analysis 382
Variance Analysis 382
Management in Action: Ethical Dilemma:
Jury Duty or Vacation? 382
The Bottom Line 383
Case 15.1 Iowa Farm Supplies: Plans and Data Go
Together 386
Contents / XXV
Case 15.2 Executive Office Supplies: Determining
ROI 387
Chapter 1.6
Evaluation of Salespeople s
Performance 388
Performance Appraisals at J J 390
Performance Appraisals—What Are They? 390
The Purposes and Importance of Performance
Appraisal 390
Evaluate and Develop for Motivation to Higher
Performance 391
The Performance Appraisal s Relationship to
Behavior 392
Performance Appraisal Processes and
Procedures 392
Who Should Evaluate Salespeople? 393
When Should Salespeople Be
Evaluated? 394
Are the Performance Criteria
Appropriate? 395
Selling and Managing Globally: Israel—The
Home-Court Advantage 396
Performance Evaluation Forms for Gathering
Information 397
Influences on a Performance Appraisal s
Accuracy 400
The Legal Aspects of Performance
Appraisals 403
Rules for Performance Appraisals 403
Be Objective 403
Set Goals and Standards 404
Be Honest 404
Be Consistent 404
Use Proper Documentation 404
Follow Company Policy 404
Conducting the Appraisal Session 404
Evaluate the Evaluation System 407
You Have Almost Finished This Textbook 407
The Bottom Line 408
Management in Action: Ethical Dilemma:
Should You Be a Whistle-Blower? 409
Case 16.1 Michigan Security Systems: Promote
Me or Else! 412
Case 16.2The Dunn Corp.: What Should Be
Done with a Low Performer? 413
xxvl / Contents
Sales Force Experiential Exercises 416
Sales Team Building Exercise 416
Sell Yourself on a Job Interview 416
What s Your Style—Senser, Intuitor,Thinker,
Feeler? 420
Your Sales Aptitude 424
Exploring Sales Force Technology 430
Sales World Wide Web Directory 430
ACT! and Goldmine Help Create Customers
for Life! 433
Sales World Wide Web Exercises 433
Planning Your Sales Call on Dell Computer:
Location, Travel, Maps, and Research 436
Finding People, Organizations, Maps,Areas, Phone,
and Address 436
What Is the Best Method to Determine
Feedback? 437
Research Pays Off in the Sales Game! 437
Time Is Money, So Make Every Minute
Count! 438
Comparing Places to Live for Your
Salespeople 438
How Does Your Money Grow in a
Retirement Fund? 438
Compensation Plan for College 438
Comprehensive Cases
1 Zenith Computer Terminals, Inc. (A):
Development of a Total Business Plan 441
2 Zenith Computer Terminals, Inc. (B): Strategic
Business Plans Fail—Sales Decline 444
3 Zenith Computer Terminals, Inc. (C):
Redesigning Sales Territories 445
4 Zenith Computer Terminals, Inc. (D): Setting
Quotas Facing Decreasing Sales 447
5 Wallis Office Products: Denning New Sales
Roles 449
6 Briggs Industrial Supply Company (A):
Determining Who and How Many
to Hire 452
7 Briggs Industrial Supply Company OB): Creating
Recruitment and Selection Procedures 456
8 United Cosmetics, Inc.: Creating a Staffing
Program 460
9 Farm Machinery for America: The Selection of a
Salesperson 461
10 Mead Envelope Company: Is a New
Compensation Plan Needed? 468
11 McDonald Sporting Goods Company:
Determining the Best Compensation
Program 470
12 Burditt Chemical Corporation: Analysis of Sales
and Marketing Costs 474
13 Deer Tractors, Inc. :Analyzing Sales Data 477
14 WESCO Distribution, Inc. 482
15 SaleSoft, Inc. (A) 499
16 Arrow Electronics, Inc. 514
17 Aladdin Knowledge Systems 528
Notes 545
Glossary 553
Index 561
|
| any_adam_object | 1 |
| author | Futrell, Charles M. |
| author_facet | Futrell, Charles M. |
| author_role | aut |
| author_sort | Futrell, Charles M. |
| author_variant | c m f cm cmf |
| building | Verbundindex |
| bvnumber | BV023694592 |
| ctrlnum | (OCoLC)248659541 (DE-599)BVBBV023694592 |
| dewey-full | 658.81 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.81 |
| dewey-search | 658.81 |
| dewey-sort | 3658.81 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 6. ed. |
| format | Book |
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| id | DE-604.BV023694592 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T21:32:40Z |
| institution | BVB |
| isbn | 0030319676 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017195156 |
| oclc_num | 248659541 |
| open_access_boolean | |
| owner | DE-522 DE-188 |
| owner_facet | DE-522 DE-188 |
| physical | XXVI, 568 S. Ill. |
| publishDate | 2001 |
| publishDateSearch | 2001 |
| publishDateSort | 2001 |
| publisher | Harcourt College Publ. |
| record_format | marc |
| spelling | Futrell, Charles M. Verfasser aut Sales management teamwork, leadership, and technology Charles M. Futrell 6. ed. Fort Worth, Tex. [u.a.] Harcourt College Publ. 2001 XXVI, 568 S. Ill. txt rdacontent n rdamedia nc rdacarrier Management (DE-588)4037278-9 gnd rswk-swf Verkauf (DE-588)4117346-6 gnd rswk-swf Verkauf (DE-588)4117346-6 s Management (DE-588)4037278-9 s DE-188 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017195156&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Futrell, Charles M. Sales management teamwork, leadership, and technology Management (DE-588)4037278-9 gnd Verkauf (DE-588)4117346-6 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4117346-6 |
| title | Sales management teamwork, leadership, and technology |
| title_auth | Sales management teamwork, leadership, and technology |
| title_exact_search | Sales management teamwork, leadership, and technology |
| title_full | Sales management teamwork, leadership, and technology Charles M. Futrell |
| title_fullStr | Sales management teamwork, leadership, and technology Charles M. Futrell |
| title_full_unstemmed | Sales management teamwork, leadership, and technology Charles M. Futrell |
| title_short | Sales management |
| title_sort | sales management teamwork leadership and technology |
| title_sub | teamwork, leadership, and technology |
| topic | Management (DE-588)4037278-9 gnd Verkauf (DE-588)4117346-6 gnd |
| topic_facet | Management Verkauf |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017195156&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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