Sales force management:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY [u.a.]
Routledge, Taylor & Francis Group
2013
|
| Ausgabe: | 11. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIX, 552 S. graph. Darst., Kt. |
| ISBN: | 9780415534611 0415534615 9780415534628 9780203076927 |
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Datensatz im Suchindex
| _version_ | 1804150241963802624 |
|---|---|
| adam_text | Titel: Sales force management
Autor: Johnston, Mark W
Jahr: 2013
Detailed Contents
About the Authors xxi
Preface xxiii
CHAPTER 1 Introduction to Sales Management in the
Twenty-First Century 1
Change Is the Central Theme in Sales Management Today
Changing Customer Needs Drive Changes in Salespeople 1
Changing Sales Management Agendas 2
With Changes Come Opportunities 2
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
Sales Management Is a Global Endeavor 6
Ethics Underlies All Selling and Sales Management Activities
What Is Involved in Sales Management 8
Selling Process 9
Sales Management Process 9
Environmental Factors Impact Success in Selling 11
External Environment 12
Economic Environment 12
Global Legal and Political Environment 14
Technological Environment 16
Social and Cultural Environment: Ethics 16
Natural Environment 18
Internal (Organizational) Environment 19
Goals, Objectives, and Culture 19
Human Resources 20
Financial Resources 20
Production and Supply Chain Capabilities 21
Service Capabilities 21
Research and Development (R D) and Technological Capabilities 21
Summary 22
PART ONE
FORMULATION OF A SALES PROGRAM 29________________________
CHAPTER 2 The Process of Selling and Buying 31
The Case for a Focus on the Sales Process 31
Sell How Your Customers Buy 31
Clearly Define Your Selling Roles 32
Learning Objectives 32
Drivers of Change in Selling and Sales Management 33
Overview of Selling as a Career 34
Why Sales fobs Are So Rewarding 35
Key Success Factors in Selling 39
Selling Activities 42
Types of Selling Jobs 45
Selling in Business-to-Consumer versus Business-to-Business
Markets 45
Classifying Types ofB2B Sales fobs 46
Stages in the Selling Process 47
Prospecting for Customers 48
Opening the Relationship 49
Qualifying the Prospect 50
Presenting the Sales Message 51
Closing the Sale 52
Servicing the Account 53
Participants in the Organizational Buying
Process—The Buying Center 53
Selling Centers and Buying Centers 56
Organizational Buying Decision Stages 57
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) 58
Stage Three: Search for and Qualification of Potential Suppliers 59
Stage Four: Acquisition of Proposals or Bids 59
Stage Five: Evaluation of Offerings and Selection of Suppliers 59
Stage Six: Selection of an Order Routine 60
Stage Seven: Performance Evaluation and Feedback 61
The Nature of Organizational Buying Situations 61
Summary 62
CHAPTER 3 Linking Strategies and the Sales Role in the Era
of Customer Relationship Management 69
The Importance of Integrating Sales with Other Business
Functions 69
Learning Objectives 70
What Is Customer Relationship Management? 71
From Mass Marketing to One-to-One Marketing 73
CRM Process Cycle 75
Toward a Relationship-Based Enterprise 76
The Importance of Market Orientation 78
How Market Orientation Affects Performance 79
Internal Partnering to Create a Market Orientation 79
The Process of Strategy Development 81
Company Mission and Goals 81
SBU Strategy 81
Personal Selling s Role in Marketing Strategy 86
Role of the Relationship 86
Personal Selling in the Relationship Era 89
Exploration Stage 90
Expansion Stage 91
Commitment Stage 92
Personal Selling s Role in the Marketing
Communication Mix 93
Company Resources, Goals, and Marketing Strategy 94
Characteristics of the Target Market 95
Product Characteristics 96
Distribution Practices 96
Pricing Policies 97
Computerized Ordering and Customer Alliances 98
Improving Customer Satisfaction and Loyalty through
Feedback 98
Major Account Teams 99
Summary 100
CHAPTER4 Organizing the Sales Effort 106
Organize the Sales Force around Customers, Not Products 106
Deploy Sales Resources Wisely across Market Segments 106
Learning Objectives 107
The Increasing Importance of Sales Organization Decisions 107
Purposes of Sales Organization 108
Division and Specialization of Labor 108
Stability and Continuity of Organizational Performance 109
Coordination and Integration 110
Horizontal Structure of the Sales Force 110
Deciding on a Company Sales Force or Independent Agents 111
Geographic Organization 115
Product Organization 117
Organization by Customer Types or Markets 119
Organization by Selling Function 120
The Role of Telemarketing 120
Organizing to Service Key Accounts 122
Team Selling 125
Multilevel Selling 126
Co-Marketing Alliances 127
Logistical Alliances and Computerized Ordering 127
Vertical Structure of the Sales Organization 128
Selling Responsibilities 129
Sales-Related Functions 129
The Impact of New Technologies 130
Staff Support and Outsourcing 130
Additional Sales Organizational Issues 131
Summary 132
CHAPTER 5 The Strategic Role of Information in Sales
Management 139
Putting Information Technology into Perspective 139
Learning Objectives 140
Using Information in Managerial Decision Making
and Planning 140
Introduction to Market Opportunity Analysis 141
Methods of Sales Forecasting 142
Subjective Methods of Forecasting 143
Objective Methods of Forecasting 147
Choosing a Forecasting Method 151
Developing Territory Estimates 152
Purposes and Characteristics of Sales Quotas 154
Purposes of Quotas 154
Characteristics of a Good Quota 155
Setting Quotas 156
Types of Quotas 156
Quota Level 158
Determining Sales Force Size 160
Breakdown Method 160
Workload Method 161
Incremental Method 164
Designing Sales Territories 165
Stages in Sales Territory Design 166
Sales Analysis for Managerial Decision Making 174
Type of Evaluation System 175
Sources of Information for Sales Analysis 177
Type of Aggregation of Information to Be Used in Sales Analysis 178
Illustration of a Hierarchical Sales Analysis 180
Summary 186
Comprehensive Cases for Part One 193
Case 1.1 The Valley Winery 194
Case 1.2 Effective Law Office Solutions, Inc. 201
PART TWO
IMPLEMENTATION OF THE SALES PROGRAM 205_______________
CHAPTER 6 Salesperson Performance: Behavior, Role
Perceptions, and Satisfaction 207
The Changing Role of the Sellers 207
Is the Product or the Seller the Key to Market Share? 207
Learning Objectives 208
Understanding Salesperson Performance—Why Is It
Important for Sales Management? 209
The Model 209
The Role Perceptions Component 210
The Aptitude Component 211
The Skill-Level Component 212
The Motivation Component 212
The Personal, Organizational, and Environmental
Variables Component 213
Rewards 216
Satisfaction 217
The Salesperson s Role Perceptions 218
Stages in Developing the Salesperson s Role 219
Stage 1: Role Partners Communicate Expectations 219
Stage 2: Salespeople Develop Perceptions 219
Stage 3: Salespeople Convert Perceptions into Behaviors 220
The Salesperson s Role is Vulnerable 221
Boundary Position 221
Large Role Set 222
Innovative Role 223
Role Conflict and Ambiguity 224
Common Expectations and Key Areas of Conflict and
Ambiguity 225
Consequences of Conflict and Ambiguity 226
Managing Conflict and Ambiguity in a Salesperson 228
Role Accuracy 229
Nature of Role Accuracy 229
Summary 232
CHAPTER 7 Salesperson Performance: Motivating the
Sales Force 238
Salesperson Motivators 238
Learning Objectives 239
The Psychological Process of Motivation 240
Major Components of the Model 241
Expectancies—Perceived Links between Effort and Performance 241
Instrumentalities—Perceived Links between Performance
and Rewards 244
Valences for Rewards 246
Can the Motivation Model Predict Salesperson Effort and
Performance? 248
The Impact of a Salesperson s Personal Characteristics on
Motivation 249
Satisfaction 249
Demographic Characteristics 250
Job Experience 251
Psychological Traits 251
Performance Attributions 252
Management Implications 254
Career Stages and Salesperson Motivation 254
Career Stages 254
The Problem of the Plateaued Salesperson 257
The Impact of Environmental Conditions on Motivation 260
The Impact of Organizational Variables on Motivation 261
Supervisory Variables and Leadership 261
Incentive and Compensation Policies 263
Summary 264
CHAPTER 8 Personal Characteristics and Sales
Aptitude: Criteria for Selecting Salespeople 270
The War for Talent 270
Winning the War 271
Learning Objectives 271
Are Good Salespeople Born or Made? The Determinants
of Successful Sales Performance 272
A Review of Past Research 272
The Costs of Inappropriate Selection Standards 274
Characteristics of Successful Salespeople 275
Characteristics Sales Managers Look For 275
Research Concerning the Personal Characteristics of
Successful Salespeople 277
Overview of Findings 277
Job-Specific Determinants of Good Sales Performance 287
Selling Different Types of Products and Services 287
Different Types of Sales fobs 288
Implications for Sales Management 288
Summary 289
CHAPTER 9 Sales Force Recruitment and Selection 296
The Real Value of Hiring Good Employees 296
Learning Objectives 297
Recruitment and Selection Issues 297
Who Is Responsible for Recruiting and
Selecting Salespeople? 300
Job Analysis and Determination of Selection Criteria 301
Who Conducts the Analysis and Prepares the Description? 302
Content of the fob Description 303
Determining fob Qualifications and Selection Criteria 305
Methods for Deciding on Selection Criteria 306
Recruiting Applicants 307
External Sources 311
Selection Procedures 315
Application Blanks 316
Personal Interviews 316
Physical Examinations 318
Tests 319
Concerns about the Use of Tests 320
Guidelines for the Appropriate Use of Tests 321
Equal Employment Opportunity Requirements in
Selecting Salespeople 322
Requirements for Tests 323
Requirements for Interviews and Application Blanks 323
Summary 324
CHAPTER 10 Sales Training: Objectives, Techniques, and
Evaluation 331
Military Training and Sales Success 331
Learning Objectives 332
Issues in Sales Training 332
Objectives of Sales Training 334
Increase Productivity 334
Improve Morale 334
Lower Turnover 335
Improve Customer Relations 335
Improve Selling Skills 335
The Development of Sales Training Programs 336
Creating Credibility in Sales Training 337
Training New Sales Recruits 340
Training Experienced Sales Personnel 341
Sales Training Topics 341
Product Knowledge 342
Market/Industry Orientation 343
Company Orientation 343
Time and Territory Management 343
Legal/Ethical Issues 344
Technology 344
Specialized Training Topics 345
Sales Training Methods 346
On-the-fob Training 347
Classroom Training 348
Electronic Training Methods 349
Measuring the Costs and Benefits of Sales Training 350
Sales Training Costs 350
Measurement Criteria 351
Measuring Broad Benefits 352
Measuring Specific Benefits 352
Recent Trends in Sales Training Evaluation 353
Summary 354
CHAPTER 11 Salesperson Compensation and Incentives 360
Characteristics of Great Sales Compensation Plans 360
Learning Objectives 362
Overview of Compensation and Incentives 362
Straight Salary, Straight Commission, and
Combination Plans 365
Straight Salary 365
Straight Commission 367
Combination Plans 368
Steps to Executing the Compensation Plan 371
Sales Contests 372
Contest Objectives 372
Contest Themes 373
Probability of Winning 373
Types of Contest Rewards 373
Contest Promotion and Follow-through 374
Criticism of Sales Contests 375
Nonfinancial Rewards 375
Recognition Programs 376
Expense Accounts 376
Direct Reimbursement Plans 377
Limited Reimbursement Plans 378
No Reimbursement Plans 378
Making Compensation and Incentive Programs Work 379
Assessing the Relationship Selling Objectives 379
Determining Which Aspects of fob Performance to Reward 380
Deciding on the Most Appropriate Mix and
Level of Compensation 382
Dangers of Paying Salespeople Too Much 383
Dangers of Paying Salespeople Too Little 384
Changing the Compensation Plan 384
Summary 385
Comprehensive Cases for Part Two 392
Case 2.1 California Credit Life Insurance Group 393
Case 2.2 On-Time Package Delivery 403
PART THREE
EVALUATION AND CONTROL OF THE SALES PROGRAM 411
CHAPTER 12 Cost Analysis 413
Real Cost Analysis Leads to Real Benefits 413
Learning Objectives 414
Cost Analysis Development 416
Full Cost versus Contribution Margin 416
ABC Accounting 420
Procedure 422
The Process Illustrated 425
Direct Selling 431
Advertising 431
Warehousing and Shipping 432
Order Processing 432
Transportation 432
Promise and Problems 433
Return of Assets Managed 434
Summary 438
CHAPTER 13 Evaluating Salesperson Performance 447
The Case for a Focus on Sales Force Performance
Management Systems 447
Learning Objectives 448
Performance versus Effectiveness 448
Objective Measures 451
Output Measures 452
Input Measures 453
Ratio Measures 455
Summary of Objective Measures 457
Subjective Measures 458
Forms Used for Subjective Measurement 459
Avoiding Errors in Performance Evaluation 465
Using a BARS System 466
360-Degree Feedback in Performance Evaluation 468
Summary 470
Comprehensive Cases for Part Three 476
Case 3.1 Wentworth Industrial Cleaning Supplies 477
Case 3.2 Hanover-Bates Chemical Corporation 495
Endnotes 501
Name Index 519
Subject Index 526
|
| any_adam_object | 1 |
| author | Johnston, Mark W. Marshall, Greg W. |
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| author_role | aut aut |
| author_sort | Johnston, Mark W. |
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| building | Verbundindex |
| bvnumber | BV040939822 |
| callnumber-first | H - Social Science |
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| callnumber-search | HF5438.4 HF5438.4 .C48 2013 |
| callnumber-sort | HF 45438.4 |
| callnumber-subject | HF - Commerce |
| classification_rvk | QP 620 QP 621 |
| ctrlnum | (OCoLC)820503212 (DE-599)BVBBV040939822 |
| dewey-full | 658.81 658.8/1 658.8/101 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| dewey-search | 658.81 658.8/1 658.8/101 |
| dewey-sort | 3658.81 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 11. ed. |
| format | Book |
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| genre | (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV040939822 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T00:35:48Z |
| institution | BVB |
| isbn | 9780415534611 0415534615 9780415534628 9780203076927 |
| language | English |
| lccn | 12031202 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-025918599 |
| oclc_num | 820503212 |
| open_access_boolean | |
| owner | DE-1050 DE-2070s DE-860 DE-1049 |
| owner_facet | DE-1050 DE-2070s DE-860 DE-1049 |
| physical | XXIX, 552 S. graph. Darst., Kt. |
| publishDate | 2013 |
| publishDateSearch | 2013 |
| publishDateSort | 2013 |
| publisher | Routledge, Taylor & Francis Group |
| record_format | marc |
| spelling | Johnston, Mark W. Verfasser aut Sales force management Mark W. Johnston and Greg W. Marshall 11. ed. New York, NY [u.a.] Routledge, Taylor & Francis Group 2013 XXIX, 552 S. graph. Darst., Kt. txt rdacontent n rdamedia nc rdacarrier Sales management 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 Sales-promotion (DE-588)4076968-9 gnd rswk-swf Vertrieb (DE-588)4127117-8 gnd rswk-swf Personalpolitik (DE-588)4045269-4 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Marketingmanagement (DE-588)4168907-0 s DE-604 Vertriebsorganisation (DE-588)4078869-6 s Strategisches Management (DE-588)4124261-0 s Vertrieb (DE-588)4127117-8 s Management (DE-588)4037278-9 s Außendienst (DE-588)4003828-2 s Personalpolitik (DE-588)4045269-4 s Sales-promotion (DE-588)4076968-9 s 1\p DE-604 Marshall, Greg W. Verfasser (DE-588)135815533 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025918599&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 |
| spellingShingle | Johnston, Mark W. Marshall, Greg W. Sales force management Sales management 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 Sales-promotion (DE-588)4076968-9 gnd Vertrieb (DE-588)4127117-8 gnd Personalpolitik (DE-588)4045269-4 gnd |
| subject_GND | (DE-588)4003828-2 (DE-588)4168907-0 (DE-588)4037278-9 (DE-588)4124261-0 (DE-588)4078869-6 (DE-588)4076968-9 (DE-588)4127117-8 (DE-588)4045269-4 (DE-588)4123623-3 |
| title | Sales force management |
| title_auth | Sales force management |
| title_exact_search | Sales force management |
| title_full | Sales force management Mark W. Johnston and Greg W. Marshall |
| title_fullStr | Sales force management Mark W. Johnston and Greg W. Marshall |
| title_full_unstemmed | Sales force management Mark W. Johnston and Greg W. Marshall |
| title_short | Sales force management |
| title_sort | sales force management |
| topic | Sales management 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 Sales-promotion (DE-588)4076968-9 gnd Vertrieb (DE-588)4127117-8 gnd Personalpolitik (DE-588)4045269-4 gnd |
| topic_facet | Sales management Außendienst Marketingmanagement Management Strategisches Management Vertriebsorganisation Sales-promotion Vertrieb Personalpolitik Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025918599&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT johnstonmarkw salesforcemanagement AT marshallgregw salesforcemanagement |