Sales Management: Analysis and Decision Making

Cover
Half Title
Title
Copyright
Brief Contents
Contents
Preface
Dedication
About the Authors
Chapter 1. Changing World of Sales Management
	Challenges in the Sales Organization Environment
	Sales Management Responses
		Create Customer Value
		Increase Sales Productivity
		Improve Sales Leadership
	Best Sales Organizations
	Effective Sales Managers
	Sales Management Process
		Describing the Personal Selling Function
		Defining the Strategic Role of the Sales Function
		Developing the Salesforce
		Directing the Salesforce
		Determining Salesforce Effectiveness and Performance
	Chapter Format
	Concluding Statement
	Sales Executive Panel
Part 1. Describing the Personal Selling Function
	Chapter 2. Overview of Personal Selling
		Hard Work Leads to Sales Success
		The Role of Personal Selling in Marketing
			The Significance of Personal Selling
			Types of Sales Jobs
			Key Roles of Salespeople
		Trust-Based Relationship Selling Process
			Selling Foundations: Knowledge, Skills, and Trust-Building
			Selling Strategy
			Personal Selling Approaches
		Themes in Sales Professionalism
			Complexity
			Collaboration
			Accountability
		Sales Career Insights
		Summary
		Making Sales Management Decisions
			Case 2.1: Food Services, Inc.
			Case 2.2: Integrated Technology Specialists, Inc.
Part 2. Defining the Strategic Role of the Sales Function
	Chapter 3. Organizational Strategies and the Sales Function
		Integrating Multilevel and Multiproduct Strategies at Red Bull
		Organizational Strategy Levels
		Corporate Strategy and the Sales Function
			Corporate Mission
			Definition of Strategic Business Units
			Objectives for Strategic Business Units
			Corporate Strategy Summary
		Business Strategy and the Sales Function
			Business Strategy Types
			Business Strategy Summary
		Marketing Strategy and the Sales Function
			Advantages and Disadvantages of Personal Selling
			Target Market Situations and Personal Selling
			Marketing Mix Elements and Personal Selling
			Integrated Marketing Communication
			Marketing Strategy Summary
		Sales Strategy Framework
		Organizational Buyer Behavior
			Buying Situation
			Buying Center
			Buying Process
			Buying Needs
		Sales Strategy
			Account Targeting Strategy
			Customer Experience and Relationship Strategy
			Selling Strategy
			Sales Channel Strategy
			The Internet
			Distributors
			Independent Representatives
			Team Selling
			Telemarketing
			Trade Shows
			Channel Conflict
		Summary
		Making Sales Management Decisions
			Case 3.1: My Home Superstores
			Case 3.2: Global Tracker Technologies
	Chapter 4. Sales Organization Structure, Salesforce Deployment, and Forecasting
		Improved Territory Design at New Balance
		Sales Organization Concepts
			Specialization
			Centralization
			Span of Control versus Management Levels
			Line versus Staff Positions
		Selling Situation Contingencies
		Sales Organization Structures
			Geographic Sales Organization
			Product Sales Organization
			Market Sales Organization
			Functional Sales Organization
			Strategic Account Organization
			Identifying Strategic Accounts
			Organizing for Strategic Account Coverage
		Comparing Sales Organization Structures
		Salesforce Deployment
			Allocation of Selling Effort
			Salesforce Size
			Designing Territories
			Procedure for Designing Territories
			Using Technology
		“People” Considerations
		Summary
		Making Sales Management Decisions
			Case 4.1: Containers Inc.
			Case 4.2: Websites Unlimited
	Appendix 4. Developing Forecasts
		Forecasting by Sales Managers
			Types of Forecasts
			Uses of Forecasts
			Top-Down and Bottom-Up Forecasting Approaches
			Forecasting with Regression Analysis
		Using Different Forecasting Approaches and Methods
Part 3. Developing the Salesforce
	Chapter 5. Acquiring Sales Talent: Recruitment and Selection
		Filling a Talent Gap at Moneris
		Importance of Recruitment and Selection
		Introduction to Salesforce Socialization
		Recruitment and Selection Process
			Planning for Recruitment and Selection
			Recruitment: Locating Prospective Candidates
			Selection: Evaluation and Hiring
		Legal and Ethical Considerations in Recruitment and Selection
			Key Legislation
			Guidelines for Sales Managers
			Ethical Issues
		Summary
		Making Sales Management Decisions
			Case 5.1: Searching for Sales Talent
			Case 5.2: Stuck in a Time Warp?
	Chapter 6. Continual Development of the Salesforce: Sales Training
		Improving Performance Through Sales Training at Paychex, Medical Solutions and Visa
		Role of Sales Training in Salesforce Socialization
		Sales Training as a Crucial Investment
		Managing the Sales Training Process
			Assess Training Needs
			Sales Technology
			Set Training Objectives
			Evaluate Training Alternatives
			Design the Sales Training Program
			Perform Sales Training
			Conduct Follow-Up and Evaluation
		Ethical and Legal Issues
		Summary
		Making Sales Management Decisions
			Case 6.1: Sales Training at Natural Feeling Soap
			Case 6.2: A Sales Call on Fixall Hardware: A Harbinger for Sales Training?
Part 4. Directing the Salesforce
	Chapter 7. Sales Leadership, Management, and Supervision
		Sales Leadership: Navigating Turbulent Times
		Situational Sales Leadership Perspectives
			Sales Leadership Styles
			Sales Leadership Relationships
			Power and Sales Leadership
			Sales Leadership Influence Strategies
			Sales Leadership Communications
		Important Sales Leadership Functions
			Coaching Salespeople
			Conducting Sales Meetings
			Promoting Ethical Behavior
		Summary
		Making Sales Management Decisions
			Case 7.1: What Happened to Oliver?
			Case 7.2: Seventh Level Technologies, Inc.
	Chapter 8. Motivation and Reward System Management
		Cash Incentives May Get Attention, but Salespeople Eventually Stop Listening
		Motivation and Reward Systems
		Optimal Salesforce Reward System
		Types of Salesforce Rewards
		Financial Compensation
			Straight Salary
			Straight Commission
			Performance Bonuses
			Combination Plans (Salary Plus Incentive)
			Determining Appropriate Financial Compensation Levels
		Nonfinancial Compensation
			Opportunity for Promotion
			Sense of Accomplishment
			Opportunity for Personal Growth
			Recognition
		Sales Expenses
		Additional Issues in Managing Salesforce Reward Systems
			Sales Contests
			Team Compensation
			Global Considerations
			Changing the Reward System
		Guidelines for Motivating and Rewarding Salespeople
			Recruitment and Selection
			Incorporation of Individual Needs
			Information and Skills
			Job Design
			Building Self-Esteem
			Proactive Approach
		Summary
		Making Sales Management Decisions
			Case 8.1: Kenco Supply
			Case 8.2: Purity Products
Part 5. Determining Salesforce Effectiveness and Performance
	Chapter 9. Evaluating the Effectiveness of the Organization
		The Backbone of High Performing Sales Organizations: Acquiring and Utilizing the Right Data
		Sales Organization Audit
		Sales Organization Effectiveness Evaluations
			Sales Analysis
			Cost Analysis
			Profitability Analysis
			Productivity Analysis
		Improving Sales Organization Effectiveness
			Benchmarking
			Six Sigma
		Ethical Issues
		Concluding Comments
		Summary
		Making Sales Management Decisions
			Case 9.1: National Distributing
			Case 9.2: GSW Technology Group
	Chapter 10. Evaluating the Performance of Salespeople
		Sales Metrics are a Must, but Moving the Needle on Performance Requires Management of Salespeople and their Activities
		Purposes of Salesperson Performance Evaluations
		Salesperson Performance Evaluation Approaches
		Key Issues in Evaluating and Controlling Salesperson Performance
			Criteria for Performance Evaluation
			Performance Evaluation Methods
			Performance Evaluation Bias
			Evaluating Team Performance
			Using Performance Information
		Salesperson Job Satisfaction
			Measuring Salesperson Job Satisfaction
			Using Job Satisfaction Information
		Summary
		Making Sales Management Decisions
			Case 10.1: Western Windows and Doors
			Case 10.2: XFinity Molding
Glossary
Notes
Index