Sales force management:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston [u.a.]
McGraw-Hill Irwin
2009
|
| Ausgabe: | 9. ed. |
| Schriftenreihe: | Mcgraw-Hill/Irwin series in marketing
|
| Schlagworte: | |
| Online-Zugang: | Publisher description Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. 493-508) and indexes |
| Beschreibung: | XX, 524 S. Ill., graph. Darst. |
| ISBN: | 0073529877 9780073529875 |
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| 246 | 1 | 3 | |a Churchill, Ford, Walker's sales force management |
| 250 | |a 9. ed. | ||
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Datensatz im Suchindex
| _version_ | 1804139096891719680 |
|---|---|
| adam_text | CHURCHILL/FORD/WALKER S SALES FORCE MANAGEMENT NINTH EDITION MARK W.
JOHNSTON CRUMMER GRADUATE SCHOOL OF BUSINESS ROLLINS COLLEGE GREG W.
MARSHALL CRUMMER GRADUATE SCHOOL OF BUSINESS ROLLINS COLLEGE MCGRAW-HILL
IRWIN BOSTON BURR RIDGE, IL DUBUQUE, IA NEW YORK SAN FRANCISCO ST. LOUIS
BANGKOK BOGOTA CARACAS KUALA LUMPUR LISBON LONDON MADRID MEXICO CITY
MILAN MONTREAL NEW DELHI SANTIAGO SEOUL SINGAPORE SYDNEY TAIPEI TORONTO
CONTENTS CHAPTER ONE INTRODUCTION TO SALES MANAGEMENT IN THE
TWENTY-FIRST CENTURY 1 CHANGE IS THE CENTRAL THEME IN SALES MANAGEMENT
TODAY 1 LEARNING OBJECTIVES 3 SALES MANAGEMENT IN THE TWENTY-FIRST
CENTURY 3 INNOVATION FUELS SUCCESS IN SELLING TODAY 4 SALES
EFFECTIVENESS IS ENHANCED THROUGH TECHNOLOGY 5 LEADERSHIP IS A KEY
COMPONENT IN SALES MANAGEMENT SUCCESS 6 SALES MANAGEMENT IS A GLOBAL
ENDEAVOR 7 ETHICS UNDERLIES ALL SELLING AND SALES MANAGEMENT ACTIVITIES
8 WHAT IS INVOLVED IN SALES MANAGEMENT 10 SELLING PROCESS 10 SALES
MANAGEMENT PROCESS II ENVIRONMENTAL FACTORS IMPACT SUCCESS IN SELLING 12
EXTERNAL ENVIRONMENT 13 ECONOMIC ENVIRONMENT 14 LEGAL AND POLITICAL
ENVIRONMENT 14 TECHNOLOGICAL ENVIRONMENT 16 SOCIAL AND CULTURAL
ENVIRONMENT: ETHICS 17 NATURAL ENVIRONMENT 18 SUMMARY: IMPACT OF THE
EXTERNAL ENVIRONMENT 20 INTERNAL (ORGANIZATIONAL) ENVIRONMENT 20 GOALS,
OBJECTIVES, AND CULTURE 20 HUMAN RESOURCES 21 FINANCIAL RESOURCES 22
PRODUCTION AND SUPPLY CHAIN CAPABILITIES 22 SERVICE CAPABILITIES 22
RESEARCH AND DEVELOPMENT AND TECHNOLOGICAL CAPABILITIES 22 IMPACT OF THE
ENVIRONMENT: THE HP EXPERIENCE 23 SUMMARY 24 PART ONE FORMULATION OF A
SALES PROGRAM 30 CHAPTER TWO THE PROCESS OF SELLING AND BUYING 32 32 THE
CASE FOR A FOCUS ON THE SALES PROCESS LEARNING OBJECTIVES 33 DRIVERS OF
CHANGE IN SELLING AND SALES MANAGEMENT 34 OVERVIEW OF SELLING AS A
CAREER 35 WHY SALES JOBS ARE SO REWARDING 36 KEY SUCCESS FACTORS IN
SELLING 42 SELLING ACTIVITIES 46 TYPES OF SELLING JOBS 49 SELLING IN
BUSINESS-TO-CONSUMER VERSUS BUSINESS-TO-BUSINESS MARKETS 49 CLASSIFYING
TYPES OFB2B SALES JOBS 50 STAGES IN THE SELLING PROCESS 50 PROSPECTING
FOR CUSTOMERS 51 OPENING THE RELATIONSHIP 52 QUALIFYING THE PROSPECT 53
PRESENTING THE SALES MESSAGE 53 CLOSING THE SALE 54 SERVICING THE
ACCOUNT 55 PARTICIPANTS IN THE ORGANIZATIONAL BUYING PROCESS*THE BUYING
CENTER 55 SELLING CENTERS AND BUYING CENTERS 57 ORGANIZATIONAL BUYING
DECISION STAGES 58 STAGE ONE: ANTICIPATION OR RECOGNITION OF A PROBLEM
OR NEED 58 STAGE TWO: DETERMINATION AND DESCRIPTION OF THE
CHARACTERISTICS AND QUANTITY OF THE NEEDED ITEM(S) STAGE THREE: SEARCH
FOR AND QUALIFICATION OF POTENTIAL SUPPLIERS 60 STAGE FOUR: ACQUISITION
OF PROPOSALS OR BIDS 60 STAGE FIVE: EVALUATION OF OFFERINGS AND
SELECTION OF SUPPLIERS 60 STAGE SIX: SELECTION OF AN ORDER ROUTINE 61 59
XVI CONTENTS STAGE SEVEN: PERFORMANCE EVALUATION AND FEEDBACK 61 THE
NATURE OF ORGANIZATIONAL BUYING SITUATIONS 62 SUMMARY 63 CHAPTER THREE
LINKING STRATEGIES AND THE SALES ROLE IN THE ERA OF CUSTOMER
RELATIONSHIP MANAGEMENT 68 THE IMPORTANCE OF INTEGRATING SALES WITH
OTHER FUNCTIONS 68 LEARNING OBJECTIVES 70 WHAT IS CUSTOMER RELATIONSHIP
MANAGEMENT? 70 FROM MASS MARKETING TO ONE-TO-ONE MARKETING 72 CRM
PROCESS CYCLE 74 TOWARD A RELATIONSHIP-BASED ENTERPRISE 76 THE
IMPORTANCE OF MARKET ORIENTATION 77 HOW MARKET ORIENTATION AFFECTS
PERFORMANCE 79 INTERNAL PARTNERING TO CREATE A MARKET ORIENTATION 80 THE
PROCESS OF STRATEGY DEVELOPMENT 80 COMPANY MISSION AND GOALS 80 SBV
STRATEGY 82 PERSONAL SELLING S ROLE IN MARKETING STRATEGY 87 ROLE OF THE
RELATIONSHIP 87 PERSONAL SELLING IN THE RELATIONSHIP ERA 89 STAGE ONE:
EXPLORATION 89 STAGE TWO: EXPANSION 90 STAGE THREE: COMMITMENT 91
PERSONAL SELLING S ROLE IN THE MARKETING COMMUNICATION MIX 92 COMPANY
RESOURCES, GOALS, AND MARKETING STRATEGY 93 CHARACTERISTICS OF THE
TARGET MARKET 94 PRODUCT CHARACTERISTICS 94 DISTRIBUTION PRACTICES 95
PRICING POLICIES 96 COMPUTERIZED ORDERING AND CUSTOMER ALLIANCES 96
IMPROVING CUSTOMER SATISFACTION AND LOYALTY THROUGH FEEDBACK 97 MAJOR
ACCOUNT TEAMS 97 SUMMARY 99 CHAPTER FOUR ORGANIZING THE SALES EFFORT 105
ORGANIZE THE SALES FORCE AROUND CUSTOMERS, NOT PRODUCTS 105 LEARNING
OBJECTIVES 106 THE INCREASING IMPORTANCE OF SALES ORGANIZATION DECISIONS
106 PURPOSES OF SALES ORGANIZATION 107 DIVISION AND SPECIALIZATION OF
LABOR 107 STABILITY AND CONTINUITY OF ORGANIZATIONAL PERFORMANCE 108
COORDINATION AND INTEGRATION 108 HORIZONTAL STRUCTURE OF THE SALES FORCE
109 DECIDING ON A COMPANY SALES FORCE OR INDEPENDENT AGENTS 109
GEOGRAPHIC ORGANIZATION 113 PRODUCT ORGANIZATION 115 ORGANIZATION BY
CUSTOMER TYPES OR MARKETS 116 ORGANIZATION BY SELLING FUNCTION 117 THE
ROLE OF TELEMARKETING 117 ORGANIZING TO SERVICE NATIONAL AND KEY
ACCOUNTS 119 TEAM SELLING 121 MULTILEVEL SELLING 122 CO-MARKETING A
LLIANCES 123 LOGISTICAL ALLIANCES AND COMPUTERIZED ORDERING 124 VERTICAL
STRUCTURE OF THE SALES ORGANIZATION 125 SELLING RESPONSIBILITIES 126
SALES-RELATED FUNCTIONS 126 THE IMPACT OF NEW TECHNOLOGIES 127 STAFF
SUPPORT AND OUTSOURCING 127 ADDITIONAL SALES ORGANIZATIONAL ISSUES 128
SUMMARY 129 CHAPTER FIVE THE STRATEGIC ROLE OF INFORMATION IN SALES
MANAGEMENT 135 PUTTING INFORMATION TECHNOLOGY INTO PERSPECTIVE 135
LEARNING OBJECTIVES 136 USING INFORMATION IN MANAGERIAL DECISION MAKING
AND PLANNING 137 INTRODUCTION TO MARKET OPPORTUNITY ANALYSIS 137
CONTENTS XVII METHODS OF SALES FORECASTING 13 8 SUBJECTIVE METHODS OF
FORECASTING 139 OBJECTIVE METHODS OF FORECASTING 142 CHOOSING A
FORECASTING METHOD 146 DEVELOPING TERRITORY ESTIMATES 146 PURPOSES AND
CHARACTERISTICS OF SALES QUOTAS 148 PURPOSES OF QUOTAS 148
CHARACTERISTICS OF A GOOD QUOTA 148 SETTING QUOTAS 149 TYPES OF QUOTAS
149 QUOTA LEVEL 150 DETERMINING SALES FORCE SIZE 152 BREAKDOWN METHOD
152 WORKLOAD METHOD 153 INCREMENTAL METHOD 155 DESIGNING SALES
TERRITORIES 156 STAGES IN SALES TERRITORY DESIGN 156 SALES ANALYSIS FOR
MANAGERIAL DECISION MAKING 163 TYPE OF EVALUATION SYSTEM 164 SOURCES OF
INFORMATION FOR SALES A NALYSIS 165 TYPE OF AGGREGATION OF INFORMATION
TO BE USED IN SALES ANALYSIS 166 ILLUSTRATION OF A HIERARCHICAL SALES
ANALYSIS 170 SUMMARY 175 COMPREHENSIVE CASES FOR PART ONE CASE 1.1 THE
VALLEY WINERY 184 CASE 1.2 HEALTH CARE OFFICE SOLUTIONS, INC. 189 CASE
1.3 MICROSOFT CANADA: SALES AND PRODUCT MANAGEMENT WORKING TOGETHER 192
IMPLEMENTATION OF THE SALES PROGRAM 196 CHAPTER SIX SALESPERSON
PERFORMANCE: BEHAVIOR, ROLE PERCEPTIONS, AND SATISFACTION 198 THE
CHANGING ROLE OF THE SELLERS 198 LEARNING OBJECTIVES 199 UNDERSTANDING
SALESPERSON PERFORMANCE*WHY IS IT IMPORTANT FOR SALES MANAGEMENT? 200
THE MODEL 201 THE ROLE PERCEPTIONS COMPONENT 201 THE APTITUDE COMPONENT
202 THE SKILL-LEVEL COMPONENT 202 THE MOTIVATION COMPONENT 203 THE
PERSONAL, ORGANIZATIONAL, AND ENVIRONMENTAL VARIABLES COMPONENT 204
REWARDS 207 SATISFACTION 207 THE SALESPERSON S ROLE PERCEPTIONS 209
STAGES IN DEVELOPING THE SALESPERSON S ROLE 209 STAGE 1: ROLE PARTNERS
COMMUNICATE EXPECTATIONS 209 STAGE 2: SALESPEOPLE DEVELOP PERCEPTIONS
209 STAGE 3: SALESPEOPLE CONVERT PERCEPTIONS INTO BEHAVIORS 210 THE
SALESPERSON S ROLE IS VULNERABLE 211 BOUNDARY POSITION 211 LARGE ROLE
SET 212 INNOVATIVE ROLE 212 ROLE CONFLICT AND AMBIGUITY 214 COMMON
EXPECTATIONS AND KEY AREAS OF CONFLICT AND AMBIGUITY 214 CONSEQUENCES OF
CONFLICT AND AMBIGUITY 216 MANAGING CONFLICT AND AMBIGUITY IN A
SALESPERSON 218 ROLE ACCURACY 218 NATURE OF ROLE ACCURACY 219 SUMMARY
221 CHAPTER SEVEN SALESPERSON PERFORMANCE: MOTIVATING THE SALES FORCE
228 SALESPERSON MOTIVATORS 228 LEARNING OBJECTIVES 230 THE PSYCHOLOGICAL
PROCESS OF MOTIVATION 230 MAJOR COMPONENTS OF THE MODEL 231 EXPECTANCIES
* PERCEIVED LINKS BETWEEN EFFORT AND PERFORMANCE 231 INSTRUMENTALITIES *
PERCEIVED LINKS BETWEEN PERFORMANCE AND REWARDS 232 VALENCES FOR REWARDS
236 CAN THE MOTIVATION MODEL PREDICT SALESPERSON EFFORT AND PERFORMANCE?
237 THE IMPACT OF A SALESPERSON S PERSONAL CHARACTERISTICS ON MOTIVATION
239 SATISFACTION 239 DEMOGRAPHIC CHARACTERISTICS 239 JOB EXPERIENCE 239
XVIII CONTENTS PSYCHOLOGICAL TRAITS 240 PERFORMANCE ATTRIBUTIONS 242
MANAGEMENT IMPLICATIONS 242 CAREER STAGES AND SALESPERSON MOTIVATION 242
CAREER STAGES 242 THE PROBLEM OF THE PLATEAUED SALESPERSON 246 THE
IMPACT OF ENVIRONMENTAL CONDITIONS ON MOTIVATION 248 THE IMPACT OF
ORGANIZATIONAL VARIABLES ON MOTIVATION 249 SUPERVISORY VARIABLES AND
LEADERSHIP 250 INCENTIVE AND COMPENSATION POLICIES 251 SUMMARY 252
CHAPTER EIGHT PERSONAL CHARACTERISTICS AND SALES APTITUDE: CRITERIA FOR
SELECTING SALESPEOPLE 258 THE WAR FOR TALENT 258 LEARNING OBJECTIVES 259
ARE GOOD SALESPEOPLE BORN OR MADE? THE DETERMINANTS OF SUCCESSFUL SALES
PERFORMANCE 260 A REVIEW OF PAST RESEARCH 261 THE COSTS OF INAPPROPRIATE
SELECTION STANDARDS 262 CHARACTERISTICS OF SUCCESSFUL SALESPEOPLE 263
CHARACTERISTICS SALES MANAGERS LOOK FOR 263 RESEARCH CONCERNING THE
PERSONAL CHARACTERISTICS OF SUCCESSFUL SALESPEOPLE 264 OVERVIEW OF
FINDINGS 265 JOB-SPECIFIC DETERMINANTS OF GOOD SALES PERFORMANCE 274
SELLING DIFFERENT TYPES OF PRODUCTS AND SERVICES 2 75 DIFFERENT TYPES OF
SALES JOBS 276 IMPLICATIONS FOR SALES MANAGEMENT 276 SUMMARY 277 CHAPTER
NINE SALES FORCE RECRUITMENT AND SELECTION 284 THE REAL VALUE OF HIRING
GOOD EMPLOYEES 284 LEARNING OBJECTIVES 285 RECRUITMENT AND SELECTION
ISSUES 285 WHO IS RESPONSIBLE FOR RECRUITING AND SELECTING SALESPEOPLE?
288 JOB ANALYSIS AND DETERMINATION OF SELECTION CRITERIA 289 WHO
CONDUCTS THE ANALYSIS AND PREPARES THE DESCRIPTION? 289 CONTENT OF THE
JOB DESCRIPTION 290 DETERMINING JOB QUALIFICATIONS AND SELECTION
CRITERIA 292 METHODS FOR DECIDING ON SELECTION CRITERIA 292 RECRUITING
APPLICANTS 293 EXTERNAL SOURCES 297 SELECTION PROCEDURES 299 APPLICATION
BLANKS 300 PERSONAL INTERVIEWS 301 PHYSICAL EXAMINATIONS 303 TESTS 303
CONCERNS ABOUT THE USE OF TESTS 304 GUIDELINES FOR THE APPROPRIATE USE
OF TESTS 305 EQUAL EMPLOYMENT OPPORTUNITY REQUIREMENTS IN SELECTING
SALESPEOPLE 305 REQUIREMENTS FOR TESTS 306 REQUIREMENTS FOR INTERVIEWS
AND APPLICATION BLANKS 306 SUMMARY 307 CHAPTER TEN SALES TRAINING:
OBJECTIVES, TECHNIQUES, AND EVALUATION 313 MILITARY TRAINING AND SALES
SUCCESS 313 LEARNING OBJECTIVES 314 ISSUES IN SALES TRAINING 315
OBJECTIVES OF SALES TRAINING 316 INCREASE PRODUCTIVITY 316 IMPROVE
MORALE 316 LOWER TURNOVER 316 IMPROVE CUSTOMER RELATIONS 317 IMPROVE
SELLING SKILLS 318 THE DEVELOPMENT OF SALES TRAINING PROGRAMS 318
CREATING CREDIBILITY IN SALES TRAINING 320 TRAINING NEW SALES RECRUITS
322 TRAINING EXPERIENCED SALES PERSONNEL 323 SALES TRAINING TOPICS 325
PRODUCT KNOWLEDGE 325 MARKET/INDUSTRY ORIENTATION 326 COMPANY
ORIENTATION 326 TIME AND TERRITORY MANAGEMENT 326 LEGAL/ETHICAL ISSUES
327 TECHNOLOGY 328 SPECIALIZED TRAINING TOPICS 328 SALES TRAINING
METHODS 329 ON-THE-JOB TRAINING 330 CONTENTS XIX CLASSROOM TRAINING 332
ELECTRONIC TRAINING METHODS 332 MEASURING THE COSTS AND BENEFITS OF
SALES TRAINING 333 SALES TRAINING COSTS 333 MEASUREMENT CRITERIA 334
MEASURING BROAD BENEFITS 335 MEASURING SPECIFIC BENEFITS 336 RECENT
TRENDS IN SALES TRAINING EVALUATION 336 SUMMARY 337 CHAPTER ELEVEN
SALESPERSON COMPENSATION AND INCENTIVES 343 CHARACTERISTICS OF GREAT
SALES COMPENSATION PLANS 343 LEARNING OBJECTIVES 345 OVERVIEW OF
COMPENSATION AND INCENTIVES 345 STRAIGHT SALARY, STRAIGHT COMMISSION,
AND COMBINATION PLANS 348 STRAIGHT SALARY 348 STRAIGHT COMMISSION 349
COMBINATION PLANS 350 SALES CONTESTS 354 CONTEST OBJECTIVES 354 CONTEST
THEMES 354 PROBABILITY OF WINNING 354 TYPES OF CONTEST REWARDS 355
CONTEST PROMOTION AND FOLLOW-THROUGH 356 CRITICISM OF SALES CONTESTS 356
NONFINANCIAL REWARDS 356 RECOGNITION PROGRAMS 357 EXPENSE ACCOUNTS 358
DIRECT REIMBURSEMENT PLANS 358 LIMITED REIMBURSEMENT PLANS 359 NO
REIMBURSEMENT PLANS 359 MAKING COMPENSATION AND INCENTIVE PROGRAMS WORK
359 ASSESSING THE RELATIONSHIP SELLING OBJECTIVES 361 DETERMINING WHICH
ASPECTS OF JOB PERFORMANCE TO REWARD 363 DECIDING ON THE MOST
APPROPRIATE MIX AND LEVEL OF COMPENSATION 365 DANGERS OF PAYING
SALESPEOPLE TOO MUCH 368 DANGERS OF PAYING SALESPEOPLE TOO LITTLE 368
SUMMARY 369 COMPREHENSIVE CASES FOR PART TWO 377 CASE 2.1 CALIFORNIA
CREDIT LIFE INSURANCE GROUP 378 CASE 2.2 ON-TIME PACKAGE DELIVERY 386
CASE 2.3 SPECTRUM BRANDS INC. * THE SALES FORCE DILEMMA 391 PART THREE
EVALUATION AND CONTROL OF THE SALES PROGRAM 406 CHAPTER TWELVE COST
ANALYSIS 408 REAL COST ANALYSIS LEADS TO REAL BENEFITS 408 LEARNING
OBJECTIVES 409 COST ANALYSIS DEVELOPMENT 411 FULL COST VERSUS
CONTRIBUTION MARGIN 411 ABC ACCOUNTING 415 PROCEDURE 416 THE PROCESS
ILLUSTRATED 420 DIRECT SELLING 423 ADVERTISING 423 WAREHOUSING AND
SHIPPING 425 ORDER PROCESSING 425 TRANSPORTATION 425 PROMISE AND
PROBLEMS 42 7 RETURN OF ASSETS MANAGED 427 SUMMARY 430 CHAPTER THIRTEEN
EVALUATING SALESPERSON PERFORMANCE 439 THE CASE FOR A FOCUS ON SALES
FORCE PERFORMANCE MANAGEMENT SYSTEMS 439 LEARNING OBJECTIVES 440
PERFORMANCE VERSUS EFFECTIVENESS 441 OBJECTIVE MEASURES 443 OUTPUT
MEASURES 444 INPUT MEASURES 444 RATIO MEASURES 446 SUMMARY OF OBJECTIVE
MEASURES 448 SUBJECTIVE MEASURES 449 FORMS USED FOR SUBJECTIVE
MEASUREMENT 450 XX CONTENTS AVOIDING ERRORS IN PERFORMANCE EVALUATION
455 USING A BARS SYSTEM 457 360-DEGREE FEEDBACK IN PERFORMANCE
EVALUATION 458 SUMMARY 460 COMPREHENSIVE CASES FOR PART THREE CASE 3.1
WENTWORTH INDUSTRIAL CLEANING SUPPLIES 468 CASE 3.2 HANOVER-BATES
CHEMICAL CORPORATION 480 CASE 3.3 BIOMED CO., LTD.: DESIGNING A NEW
SALES COMPENSATION PLAN 485 NOTES 493 CASE INDEX 509 NAME INDEX 510
SUBJECT INDEX 515
|
| any_adam_object | 1 |
| author | Johnston, Mark W. Marshall, Greg W. |
| author_GND | (DE-588)135815533 |
| author_facet | Johnston, Mark W. Marshall, Greg W. |
| author_role | aut aut |
| author_sort | Johnston, Mark W. |
| author_variant | m w j mw mwj g w m gw gwm |
| building | Verbundindex |
| bvnumber | BV035484663 |
| callnumber-first | H - Social Science |
| callnumber-label | HF5438 |
| callnumber-raw | HF5438.4 |
| callnumber-search | HF5438.4 |
| callnumber-sort | HF 45438.4 |
| callnumber-subject | HF - Commerce |
| classification_rvk | QP 620 |
| ctrlnum | (OCoLC)191024174 (DE-599)BVBBV035484663 |
| dewey-full | 658.8/1 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.8/1 |
| dewey-search | 658.8/1 |
| dewey-sort | 3658.8 11 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 9. ed. |
| format | Book |
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| genre | 1\p (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV035484663 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T21:38:39Z |
| institution | BVB |
| isbn | 0073529877 9780073529875 |
| language | English |
| lccn | 2008002851 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017541150 |
| oclc_num | 191024174 |
| open_access_boolean | |
| physical | XX, 524 S. Ill., graph. Darst. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | McGraw-Hill Irwin |
| record_format | marc |
| series2 | Mcgraw-Hill/Irwin series in marketing |
| spelling | Johnston, Mark W. Verfasser aut Sales force management Mark W. Johnston ; Greg W. Marshall Churchill, Ford, Walker's sales force management 9. ed. Boston [u.a.] McGraw-Hill Irwin 2009 XX, 524 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Mcgraw-Hill/Irwin series in marketing Includes bibliographical references (p. 493-508) and indexes Sales management Sales-promotion (DE-588)4076968-9 gnd rswk-swf Außendienst (DE-588)4003828-2 gnd rswk-swf Marketingmanagement (DE-588)4168907-0 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Vertriebsorganisation (DE-588)4078869-6 gnd rswk-swf Personalpolitik (DE-588)4045269-4 gnd rswk-swf Vertrieb (DE-588)4127117-8 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Vertrieb (DE-588)4127117-8 s Management (DE-588)4037278-9 s 2\p DE-604 Außendienst (DE-588)4003828-2 s Personalpolitik (DE-588)4045269-4 s 3\p DE-604 Sales-promotion (DE-588)4076968-9 s 4\p DE-604 Vertriebsorganisation (DE-588)4078869-6 s Strategisches Management (DE-588)4124261-0 s 5\p DE-604 Marketingmanagement (DE-588)4168907-0 s 6\p DE-604 Marshall, Greg W. Verfasser (DE-588)135815533 aut Churchill, Gilbert A. Sonstige oth Ford, Neil M. Sonstige oth Walker, Orville C. Sonstige oth http://www.loc.gov/catdir/enhancements/fy0808/2008002851-d.html Publisher description GBV Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017541150&sequence=000001&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 6\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Johnston, Mark W. Marshall, Greg W. Sales force management Sales management Sales-promotion (DE-588)4076968-9 gnd Außendienst (DE-588)4003828-2 gnd Marketingmanagement (DE-588)4168907-0 gnd Management (DE-588)4037278-9 gnd Strategisches Management (DE-588)4124261-0 gnd Vertriebsorganisation (DE-588)4078869-6 gnd Personalpolitik (DE-588)4045269-4 gnd Vertrieb (DE-588)4127117-8 gnd |
| subject_GND | (DE-588)4076968-9 (DE-588)4003828-2 (DE-588)4168907-0 (DE-588)4037278-9 (DE-588)4124261-0 (DE-588)4078869-6 (DE-588)4045269-4 (DE-588)4127117-8 (DE-588)4123623-3 |
| title | Sales force management |
| title_alt | Churchill, Ford, Walker's sales force management |
| title_auth | Sales force management |
| title_exact_search | Sales force management |
| title_full | Sales force management Mark W. Johnston ; Greg W. Marshall |
| title_fullStr | Sales force management Mark W. Johnston ; Greg W. Marshall |
| title_full_unstemmed | Sales force management Mark W. Johnston ; Greg W. Marshall |
| title_short | Sales force management |
| title_sort | sales force management |
| topic | Sales management Sales-promotion (DE-588)4076968-9 gnd Außendienst (DE-588)4003828-2 gnd Marketingmanagement (DE-588)4168907-0 gnd Management (DE-588)4037278-9 gnd Strategisches Management (DE-588)4124261-0 gnd Vertriebsorganisation (DE-588)4078869-6 gnd Personalpolitik (DE-588)4045269-4 gnd Vertrieb (DE-588)4127117-8 gnd |
| topic_facet | Sales management Sales-promotion Außendienst Marketingmanagement Management Strategisches Management Vertriebsorganisation Personalpolitik Vertrieb Lehrbuch |
| url | http://www.loc.gov/catdir/enhancements/fy0808/2008002851-d.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017541150&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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