Sales management: analysis and decision making
Gespeichert in:
| Hauptverfasser: | , , , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY ; London
Routledge, Taylor & Francis Group
2015
|
| Ausgabe: | Ninth edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xxiii, 378 Seiten Diagramme |
| ISBN: | 9781138858022 9780765644510 |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | Titel: Sales management
Autor: Ingram, Thomas N
Jahr: 2015
Sales Management
Analysis and Decision Making
NINTH EDITION
Thomas N. Ingram
Raymond W. LaForge
Ramon A. Avila
Charles H. Schwepker, Jr.
Michael R. Williams
R
Routledge
Taylor Francis Group
NEW YORKAND LONDON
Preface xv
About the Authors xxi
Chapter 1. Changing World of Sales Management 3
Challenges in the Sales Organization
Environment 3
Sales Management Responses 4
Create Customer Value 5
Increase Sales Productivity 6
Improve Sales Leadership 7
Best Sales Organizations 8
Effective Sales Managers 9
Sales Management Process 9
Describing the Personal Selling Function 9
Defining the Strategie Role of the Sales
Function 9
Developing the Salesforce 11
Directing the Salesforce 11
Determining Salesforce Effectiveness and
Performance 11
Chapter Format 12
Concluding Statement 12
Sales Executive Panel 13
Part 1. Describing the Personal Selling Function 15
Chapter 2. Overview of Personal Selling 17
Personal Selling: It s All about the Customer 17
The Role of Personal Selling in Marketing 18
The Significance of Personal Selling 18
Types of Sales Jobs 18
Key Roles of Salespeople 19
Trust Bascd llelationship Selling Process 21
Selling Foundations: Knowledge, Skills, and
Trust-Building 22
Selling Strategy 24
Personal Selling Approaches 24
vii
viii Contents
Current Trends in Sa]es Professionalism 28
Complexity 29
Collaboration 29
Accountability 31
Sales Career Insights 31
Summary 32
Making Sales Management Decisions 36
Gase 2.1: Profood Supply Company 36
Case 2.2: Specialized Business Computers 37
Part 2. Defining the Strategie Role of the Sales Function 39
Chapter 3. Organizational Strategies and the
Sales Function 41
Solling the New SunGard Way 41
Organizational Strategy Levels 43
(Corporate Strategy and the Sales Function 44
Corporate Mission 44
Definition of Strategie Business Units 45
Objectives for Strategie Business Units 46
Corporate StrategySummary 47
Business Strategy and the Sales Function 47
Business Strategy Types 47
Business Strategy Summary 48
Marketing Strategy and the Sales Function 48
Advantages and Disadvantages of
Personal Selling 50
Target Market Situations and
Personal Selling 51
Marketing Mix Elements and
Personal Selling 51
Integrated Marketing Communication 52
Marketing Strategy Summary 53
Sales Strategy Framework 53
Organizational Buyer Behavior 54
Buying Situation 54
Buying Center 56
Buying Process 56
Buying Needs 57
Sales Strategy 57
Account Targeting Strategy 58
Relationship Strategy 58
Selling Strategy 59
Sales Channel Strategy 61
The Internet 61
Distributors 61
Contents ix
Independent Representatives 62
Team Selling 64
Telemarketing 64
Trade Shows 66
Channel Conflict 67
Summary 67
Making Sales Management Decisions 71
Case 3.1: Family Video and Party Stores 71
Case 3.2: Global Positioning Products 72
Chapter 4. Sales Organization Structure and
Salesforce Deployment 75
Key Account Management 75
A Four-Step Process 76
Sales Organization Conccpts 77
Specialization 78
Centralization 79
Span of Control versus Management
Levels 80
Line versus Staff Positions 81
Selling Situation Contingencics 82
Sales Organization Structures 83
Geographie Sales Organization 83
Product Sales Organization 84
Market Sales Organization 85
Functional Sales Organization 86
Strategie Account Organization 86
Identifying Strategie Accounts 88
Organizing for Strategie Account Coverage 89
Comparing Sales Organization Structures 89
Salesforce Deployment 90
Allocation of Selling EfFort 92
Salesforce Size 95
Designing Territories 100
Procedure for Designing Territories 102
Using Technology 105
Pcople Considerations 105
Summary 107
Making Sales Management Decisions 111
Case 4.1: Impact Packaging, Inc. 111
Case 4.2: Addison Insurance Consulting 112
Appendix 4. Developing Forecasts 115
Forccasting by Sales Managers 115
Types of Forecasts 115
Uses of Forecasts 117
X Contents
Top-Down and Bottom-Up
Forecasting Approaches 117
Forecasting with Regression Analysis 122
Using Diff ereilt Forccasting Approaches
and Methods 124
Part 3. Developing the Salesforce 129
Chapter 5. Acquiring Sales Talent: Recruitment
and Selection 131
Acquiring Sales Talent: Divergent Approaches
Among Companies 131
Importance of Recruitment and Selection 132
Introduction to Salesforce Socialization 133
Recruitment and Selection Process 135
Flanning for Recruitment and Selection 135
Recruitment: Locating Prospective
Candidates 141
Print Advertisement 144
Selection: Evaluation and Hiring 146
Legal and Hthicai Considerations in
Recruitment and Selection 157
Key Legislation 157
Guidelines for Sales Managers 158
Ethical Issues 159
Summary 160
Making Sales Management Decisions 164
Case 5.1: Help Wanted! 164
Case 5.2: Stuck in the Past 165
Chapter 6. Continual Development of the Salesforce: 167
Sales Training
Sales Training at Mohawk Industries:
An Ongoing Process 167
Role of Sales Training in Salesforce
Socialization 168
Sales Training as a Crucial Investment 169
Managing the Sales Training Process 170
Assess Training Needs 170
Set Training Objectives 180
Evaluate Training Alternatives 180
Design the Sales Training Program 188
Perform Sales Training 188
Conduct Follow-Up and Evaluation 188
Ethical and Legal Issues 189
Summary 191
Contents *·
Making Sales Management Decisions 195
Case 6.1: Developing a Training Program
at Docuscan 195
Case 6.2: Alice s Sales Call: A Need
for Training? 196
Part 4. Directing the Salesforce 199
Chapter 7. Sales Leadership, Management, and
Supervision 201
Sales Leadership: Transforming a Sales
Organization 201
Situational Sales Leadership Perspectives 203
Sales Leadership Styles 204
Sales Leadership Relationships 205
Power and Sales Leadership 205
Sales Leadership Influenae Strategies 206
Sales Leadership Communication 208
Important Sales Leadership Functions 209
Coaching Salespeople 209
Conducting Sales Meetings 211
Promoting Ethical Behavior 212
Summary 215
Making Sales Management Decisions 219
Case 7.1: Tasti-Fresh Bakery Products 219
Case 7.2: Global Enterprise 220
Chapter 8. Motivation and Reward System Management 223
Adapting Sales (Kompensation to a 223
Dynamic Business Faivironment
Motivation and Reward Systems 225
Optimal Salesforce Reward System 225
lvpes of Saleforce Rewards 226
Financial (Kompensation 226
Straight Salary 227
Straight Commission 228
Performance Bonuses 230
Combination Plans (Salary plus Incentive) 230
Determining Appropriate Financial 232
Compensation Levels
Xontinancial (Kompensation 232
Opportunity for Promotion 232
Sense of Accomplishment 233
Opportunity for Personal Growth 233
Recognition 233
Sales Hxpenses 234
Contents
Additional Issues in Managing Salesforce
Reward Systems 237
Sales Contests 237
Team Compensation 239
Global Considerations 240
Changing the Reward System 241
Guidelines for Motivating and Rewarding
Salespcople 242
Recruitment and Selection 243
Incorporation of Individual Needs 243
Information and Skills 243
Job Design 243
Building Self-Esteem 243
Proactive Approach 244
Summary 244
Making Sales Management Decisions 24 S
Case 8.1: Elite Electrica! Products 248
Case 8.2: Floor-Shine Cleaning Products 249
Part 5. Determining Salesforce Effectiveness and Performance 251
Chapter 9. Evaluating the Effectiveness of the
Organization 253
Identify and Evaluate Organizational
Compctencies Using a Sales Organization
Audit 253
Sales Organization Audit 255
Sales Organization Effectiveness Evaluations 258
Sales Analysis 258
Cost Analysis 264
Profitability Analysis 266
Productivity Analysis 270
Improving Sales Organization Effectiveness 271
Benchmarking 271
Six Sigma 272
Ethical Issues 273
Concluding Comments 274
Summary 274
Making Sales Management Decisions 278
Case 9.1: Allied Novelty Company 278
Case 9.2: Technology Solutions, Inc. 279
Chapter 10. Evaluating the Performance of Salespeople 281
Small Data Outperforms Big Data in Sales
Management 281
Purposes of Salesperson Performance
Evaluations 282
Salesperson Performance Evaluation
Approaches 283
Contents xiii
Key Issues in Evaluating and Controlling
Salcsperson Performance 286
Criteria for Performance Evaluation 288
Performance Evaluation Methods 293
Performance Evaluation Bias 301
Evaluating Team Performance 302
Using Performance Information 304
Salcsperson Job Satisfaction 306
Measuring Salesperson Job Satisfaction 307
Using Job Satisfaction Information 307
Summary 308
Making Sales Management Decisions 312
Case 10.1: Western Steel Fabricators 312
Case 10.2: Contour Plastics 312
Cases 315
Spectrum Brands, Inc.: The Salesforce
Dilemma 317
Biomcd Co., Ltd.: Designing a New
(Kompensation Plan 331
Candym Enterprises: Talling Sales in
Territory #61 338
Glossary 345
Notes 355
Index 369
|
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| spelling | Ingram, Thomas N. Verfasser (DE-588)170281795 aut Sales management analysis and decision making Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker, Jr., Michael R. Williams Ninth edition New York, NY ; London Routledge, Taylor & Francis Group 2015 xxiii, 378 Seiten Diagramme txt rdacontent n rdamedia nc rdacarrier Sales management Verkauf (DE-588)4117346-6 gnd rswk-swf Vertriebsorganisation (DE-588)4078869-6 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Verkauf (DE-588)4117346-6 s Management (DE-588)4037278-9 s DE-604 Vertriebsorganisation (DE-588)4078869-6 s LaForge, Raymond W. Verfasser (DE-588)170305686 aut Avila, Ramon A. Verfasser (DE-588)17012049X aut Schwepker, Charles H. Jr. Verfasser (DE-588)1071834207 aut Williams, Michael R. Verfasser (DE-588)136881513 aut Erscheint auch als Online-Ausgabe 978-1-315-71798-2 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=028175767&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Ingram, Thomas N. LaForge, Raymond W. Avila, Ramon A. Schwepker, Charles H. Jr Williams, Michael R. Sales management analysis and decision making Sales management Verkauf (DE-588)4117346-6 gnd Vertriebsorganisation (DE-588)4078869-6 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4117346-6 (DE-588)4078869-6 (DE-588)4037278-9 |
| title | Sales management analysis and decision making |
| title_auth | Sales management analysis and decision making |
| title_exact_search | Sales management analysis and decision making |
| title_full | Sales management analysis and decision making Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker, Jr., Michael R. Williams |
| title_fullStr | Sales management analysis and decision making Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker, Jr., Michael R. Williams |
| title_full_unstemmed | Sales management analysis and decision making Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker, Jr., Michael R. Williams |
| title_short | Sales management |
| title_sort | sales management analysis and decision making |
| title_sub | analysis and decision making |
| topic | Sales management Verkauf (DE-588)4117346-6 gnd Vertriebsorganisation (DE-588)4078869-6 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Sales management Verkauf Vertriebsorganisation Management |
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