Académique Documents
Professionnel Documents
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Greg W. Marshall
Crummer Graduate School of Business Rollins College
draw Hill
McGraw-Hill Irwin
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 7 Sales Management Is a Global Endeavor 8 Ethics Underlies All Selling and Sales Management Activities 8 What Is Involved in Sales Management 9 Selling Process 10 Sales Management Process 10 Environmental Factors Impact Success in Selling 11 External Environment 12 Economic Environment 12 Legal and Political Environment 14 Technological Environment 15 Social and Cultural Environment: Ethics 16 Natural Environment 18 Summary: Impact of the External Environment 19 Internal (Organizational) Environment 20 Goals, Objectives, and Culture 20 Human Resources 21 Financial Resources 21 Production and Supply Chain Capabilities 21 Service Capabilities 22 Research and Development (R&D) and Technological Capabilities 22 Impact of the Environment: The HP Experience 22 Summary 23
PART ONE FORMULATION OF A SALES PROGRAM 28 Chapter Two The Process of Selling and Buying 30
The Case for a Focus on the Sales Process 30 Learning Objectives 31 Drivers of Change in Selling and Sales Management 32 Overview of Selling as a Career 33 Why Sales Jobs Are So Rewarding 34 Key Success Factors in Selling 39 Selling Activities 42 Types of Selling Jobs 45 Selling in Business-to-Consumer versus Business-toBusiness Markets 45 Classifying Types ofB2B Sales Jobs 46 Stages in the Selling Process 46 Prospectingfor Customers 47 Opening the Relationship 48 Qualifying the Prospect 49 Presenting the Sales Message 49 Closing the Sale 50 Servicing the Account 51 Participants in the Organizational Buying ProcessThe Buying Center 52 Selling Centers and Buying Centers 53 Organizational Buying Decision Stages 54 Stage One: Anticipation or Recognition of a Problem or Need 54 Stage Two: Determination and Description of the Characteristics and Quantity of the Needed Item(s) 56 Stage Three: Search for and Qualification of Potential Suppliers 56 Stage Four: Acquisition of Proposals or Bids 56 Stage Five: Evaluation of Offerings and Selection of Suppliers 56 Stage Six: Selection of an Order Routine 57 Stage Seven: Performance Evaluation and Feedback 58
XII
Contents xiii
Learning Objectives 98 The Increasing Importance of Sales Organization Decisions 98 Purposes of Sales Organization 99
Division and Specialization of Labor 99 Stability and Continuity of Organizational Performance 100 Coordination and Integration 100
Chapter Three
Linking Strategies and the Sales Role in the Era of Customer Relationship Management 64
The Importance of Integrating Sales with Other Business Functions 64 Learning Objectives 66 What Is Customer Relationship Management? 66
From Mass Marketing to One-to-One Marketing CRMProcess.Cycle 70 Toward a Relationship-Based Enterprise 71 68
101
72
73
Deciding on a Company Sales Force or Independent Agents 101 Geographic Organization 105 Product Organization 107 Organization by Customer Types or Markets 108 Organization by Selling Function 109 The Role of Telemarketing 109
How Market Orientation Affects Performance Internal Partnering to Create a Market Orientation 74
74
80
116
82
119
Chapter Five
Summary
92
Putting Information Technology into Perspective 126 Learning Objectives 127 Using Information in Managerial Decision Making and Planning 128 Introduction to Market Opportunity Analysis 128 Methods of Sales Forecasting 129
Subjective Methods of Forecasting 130 Objective Methods of Forecasting 133
xiv
Contents
Purposes and Characteristics of Sales Quotas 139 Purposes of Quotas 139 Characteristics of a Good Quota 139 Setting Quotas 141 Types of Quotas 141 Quota Level 142 Determining Sales Force Size 143 Breakdown Method 144 Workload Method 144 Incremental Method 147 Designing Sales Territories 148 Stages in Sales Territory Design 148 Sales Analysis for Managerial Decision Making 156 Type of Evaluation System 156 Sources of Information for Sales Analysis 157 Type of Aggregation,of Information to Be Used in Sales Analysis 159 Illustration of a Hierarchical Sales Analysis 161 Summary 165
Stage 2: Salespeople Develop Perceptions 195 Stage 3: Salespeople Convert Perceptions into Behaviors 196 The Salesperson's Role is Vulnerable 197 Boundary Position 197 Large Role Set 198 Innovative Role 198 Role Conflict and Ambiguity 200 Common Expectations and Key Areas of Conflict and Ambiguity 200 Consequences of Conflict and Ambiguity 202 Managing Conflict and Ambiguity in a Salesperson 204 Role Accuracy 204 Nature of Role Accuracy 205 Summary 207
Chapter Seven
PART TWO
IMPLEMENTATION OF THE SALES PROGRAM 182
Chapter Six
Contents
xv
Chapter Eight
Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople 244
The War for Talent 244 Learning Objectives 245 Are Good Salespeople Born or Made? The Determinants of Successful Sales Performance
A Review of Past Research 247 The Costs of Inappropriate Selection Standards 248
Requirements for Tests 290 Requirements for Interviews and Application Blanks 290
Summary
291
Chapter Ten
246
297
249
Characteristics Sales Managers Look For 249 Research Concerning the Personal Characteristics of Successful Salespeople 250 Overview of Findings 251
301
261
Training New Sales Recruits 306 Training Experienced Sales Personnel Sales Training Topics 308
307
Chapter Nine
268
Product Knowledge 309 Market/Industry Orientation 309 Company Orientation 310 Time and Territory Management 310 Legal/Ethical Issues 311 Technology 311 Specialized Training Topics 312
313
316
Recruiting Applicants
External Sources 281
277 283
320
Selection Procedures
Summary
321
Application Blanks 284 Personal Interviews 285 Physical Examinations 287 Tests 287 Concerns about the Use of Tests 288 Guidelines for the Appropriate Use of Tests 289
Chapter Eleven
xvi Contents Straight Salary, Straight Commission, and Combination Plans 332 Straight Salary 332 Straight Commission 333 Combination Plans 334 Sales Contests 337 Contest Objectives 338 Contest Themes 338 Probability of Winning 338 Types of Contest Rewards 338 Contest Promotion and Follow-through 339 Criticism of Sales Contests 339 Nonfmancial Rewards 340 Recognition Programs , 341 Expense Accounts 341 Direct Reimbursement Plans 342 Limited Reimbursement Plans 342 No Reimbursement Plans 343 Making Compensation and Incentive Programs Work 343 Assessing the Relationship Selling Objectives 343 Determining Which Aspects of Job Performance to Reward 345 Deciding on the Most Appropriate Mix and Level of Compensation 346 Dangers of Paying Salespeople Too Much 347 Dangers of Paying Salespeople Too Little 348 Cost Analysis Development 375 Full Cost versus Contribution Margin 375 ABC Accounting 379 Procedure 380 The Process Illustrated 384 Direct Selling 387 Advertising 387 Warehousing and Shipping 389 Order Processing 389 Transportation 389 Promise and Problems 391 Return of Assets Managed 391 Summary 394
Summary 348 Comprehensive Cases for Part Two 355 Case 2.1
California Credit Life Insurance Group 356 Case 2.2 On-Time Package Delivery 364
PART THREE EVALUATION AND CONTROL OF THE SALES PROGRAM 370 Chapter Twelve Cost Analysis 372
Real Cost Analysis Leads to Real Benefits Learning Objectives 373 372
Endnotes 449 Case Index 466 Name Index 467 Subject Index 471