Sales force management: leadership, innovation, technology
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
New York and London
Routledge, Taylor & Francis Group
2016
|
| Ausgabe: | twelfth edition |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029251605&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | xxviii, 465 Seiten Illustrationen, Diagramme |
| ISBN: | 9781138951716 9781138951723 |
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Datensatz im Suchindex
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|---|---|
| adam_text | Brief Contents
About the Authors xxi
Preface xxiii
CHAPTER 1 Introduction to Sales Management in the
Twenty-First Century 1
PART ONE
FORMULATION OF A SALES PROGRAM 27
CHAPTER 2 The Process of Selling and Buying 29
CHAPTER 3 Linking Strategies and the Sales Role in the Era
of CRM and Data Analytics 65
CHAPTER 4 Organizing the Sales Effort 105
CHAPTER 5 The Strategic Role of Information in Sales
Management 137
PART TWO
IMPLEMENTATION OF THE SALES PROGRAM 191
CHAPTER 6 Salesperson Performance: Behavior, Role
Perceptions, and Satisfaction 193
CHAPTER 7 Salesperson Performance: Motivating the
Sales Force 223
CHAPTER 8 Personal Characteristics and Sales
Aptitude: Criteria for Selecting Salespeople 254
VIII
BRIEF CONTENTS
CHAPTER 9 Sales Force Recruitment and Selection 278
CHAPTER 10 Sales Training: Objectives, Techniques, and
Evaluation 312
CHAPTER 11 Salesperson Compensation and Incentives 339
PART THREE
EVALUATION AND CONTROL OF THE SALES PROGRAM 371
CHAPTER 12 Cost Analysis 373
CHAPTER 13 Evaluating Salesperson Performance 406
Endnotes 435
Index 454
Detailed Contents
About, the Authors xxi
Preface xxiii
CHAPTER 1 Introduction to Sales Management in the
Twenty-First Century 1
Learning Objectives 1
Sales Management in the Twenty-First Century 1
Innovation Fuels Success in Selling Today 2
Sales Effectiveness Is Enhanced through Technology 3
Leadership Is a Key Component in Sales Management Success 4
Sales Management Is a Global Endeavor 5
Ethics Underlies All Selling and Sales Management Activities 6
What Is Involved in Sales Management 6
Selling Process 7
Sales Management Process 8
Environmental Factors Impact Success in Selling 9
External Environment 10
Economic Environment 10
Global Legal and Political Environment 12
Technological Environment 13
Social and Cultural Environment: Ethics 15
Natural Environment 16
Internal (Organizational) Environment 18
Goals, Objectives, and Culture 18
Human Resources 19
Financial Resources 19
X
DETAILED CONTENTS
Production and Supply Chain Capabilities 19
Service Capabilities 20
Research and Development (R D) and Technological Capabilities 20
Summary 20
PART ONE
FORMULATION OF A SALES PROGRAM 27_______________________________________________
CHAPTER 2 The Process of Selling and Buying 29
Learning Objectives 29
Drivers of Change in Selling and Sales Management 29
Overview of Selling as a Career 30
Why Sales Jobs Are So Rewarding 32
Key Success Factors in Selling 36
Selling Activities 39
Types of Selling Jobs 42
Selling in Business-to-Consumer versus Business-to-Business
Markets 42
Classifying Types of B2B Sales Jobs 43
Stages in the Selling Process 44
Prospecting for Customers 45
Opening the Relationship 46
Qualifying the Prospect 47
Presenting the Sales Message 48
Closing the Sale 49
Servicing the Account 50
Participants in the Organizational Buying
Process—The Buying Center 50
Selling Centers and Buying Centers 53
Organizational Buying Decision Stages 54
Stage One: Anticipation or Recognition of a Problem or Need 55
Stage Two: Determination and Description of the
Characteristics and Quantity of the Needed Item(s) 55
CHAPTER 3
DETAILED CONTENTS XI
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
The Nature of Organizational Buying Situations 58
Summary 59
Linking Strategies and the Sales Role in the Era
of CRM and Data Analytics 65
Learning Objectives 65
What Is Customer Relationship Management? 65
From Mass Marketing to One-to-One Marketing 67
CRM Process Cycle 70
Toward a Relationship-Based Enterprise 72
CRM-Driven Data Analytics for Sales Manager
Decision Making 73
The Importance of Market Orientation 77
How Market Orientation Affects Performance 77
Internal Partnering to Create a Market Orientation 78
The Process of Strategy Development 79
Company Mission and Goals 79
SBU Strategy 80
The Importance of Integrating Sales with Other
Business Functions 84
Personal Selling s Role in Marketing Strategy 86
Role of the Relationship 86
Personal Selling in the Relationship Era 88
Exploration Stage 89
Expansion Stage 91
Commitment Stage 92
xii
DETAILED CONTENTS
CHAPTER 4
Personal Selling s Role in the Marketing
Communication Mix 93
Advantages and Disadvantages of Selling in Marketing
Communication 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 97
Improving Customer Satisfaction and Loyalty through
Feedback 98
Major Account Teams 99
Summary 100
Organizing the Sales Effort 105
Learning Objectives 105
The Increasing Importance of Sales Organization Decisions 105
Purposes of Sales Organization 106
Division and Specialization of Labor 106
Stability and Continuity of Organizational
Performance 107
Coordination and Integration 108
Horizontal Structure of the Sales Force 108
Deciding on a Company Sales Force or Independent
Agents 109
Geographic Organization 113
Product Organization 115
Organization by Customer Type or Markets 117
Organization by Selling Function 118
The Role of Telemarketing 118
Organizing to Service Key Accounts 121
Team Selling 123
Multilevel Selling 125
Co-marketing Alliances 125
Logistical Alliances and Computerized Ordering 125
DETAILED CONTENTS
XIII
CHAPTER 5
Vertical Structure of the Sales Organization 126
Selling Responsibilities 127
Sales-Related Functions 128
The Impact of New Technologies 128
Staff Support and Outsourcing 129
Additional Sales Organizational Issues 130
Summary 131
The Strategic Role of Information in Sales
Management 137
Learning Objectives 137
Using Information in Managerial Decision Making
and Planning 137
Introduction to Market Opportunity Analysis 138
Methods of Sales Forecasting 139
Subjective Methods of Forecasting 140
Objective Methods of Forecasting 144
Choosing a Forecasting Method 148
Developing Territory Estimates 149
Purposes and Characteristics of Sales Quotas 150
Purposes of Quotas 151
Characteristics of a Good Quota 152
Setting Quotas 153
Types of Quotas 153
Quota Level 155
Determining Sales Force Size 157
Breakdown Method 157
Workload Method 158
Incremental Method 161
Designing Sales Territories 162
Stages in Sales Territory Design
162
XIV
DETAILED CONTENTS
Sales Analysis for Managerial Decision Making 171
Type of Evaluation System 172
Sources of Information for Sales Analysis 174
Type of Aggregation of Information to Be Used in Sales Analysis
Illustration of a Hierarchical Sales Analysis 177
Summary 183
PART TWO
IMPLEMENTATION OF THE SALES PROGRAM 191________________________________
CHAPTER 6 Salesperson Performance: Behavior, Role
Perceptions, and Satisfaction 193
Learning Objectives 193
Understanding Salesperson Performance—Why Is It
Important for Sales Management? 194
The Model 194
The Role Perceptions Component 195
The Aptitude Component 196
The Skill-Level Component 197
The Motivation Component 197
The Personal, Organizational, and Environmental
Variables Component 198
Rewards 201
Satisfaction 202
The Salesperson s Role Perceptions 203
Stages in Developing the Salesperson s Role 204
Stage 1 : Role Partners Communicate Expectations 204
Stage 2: Salespeople Develop Perceptions 204
Stage 3: Salespeople Convert Perceptions into Behaviors 206
The Salesperson s Role Is Vulnerable 206
Boundary Position 206
Large Role Set 207
175
Innovative Role 208
DETAILED CONTENTS
XV
CHAPTER 7
Role Conflict and Ambiguity 209
Common Expectations and Key Areas of Conflict and
Ambiguity 210
Consequences of Conflict and Ambiguity 211
Managing Conflict and Ambiguity in a Salesperson 213
Role Accuracy 214
Nature of Role Accuracy 215
Summary 217
Salesperson Performance: Motivating the
Sales Force 223
Learning Objectives 223
The Psychological Process of Motivation 223
Major Components of the Model 224
Expectancies—Perceived Links between Effort and
Performance 225
Instrumentalities—Perceived Links between Performance
and Rewards 228
Valences for Rewards 230
Can the Motivation Model Predict Salesperson Effort and
Performance? 232
The Impact of a Salesperson s Personal Characteristics on
Motivation 232
Satisfaction 233
Demographic Characteristics 234
Job Experience 234
Psychological Traits 235
Performance Attributions 236
Management Implications 237
Career Stages and Salesperson Motivation 238
Career Stages 239
The Problem of the Plateaued Salesperson 242
The Impact of Environmental Conditions on
Motivation 244
XVI
DETAILED CONTENTS
CHAPTER 8
CHAPTER 9
The Impact of Organizational Variables on
Motivation 246
Supervisory Variables and Leadership 246
Incentive and Compensation Policies 247
Summary 248
Personal Characteristics and Sales
Aptitude: Criteria for Selecting Salespeople 254
Learning Objectives 254
Are Good Salespeople Born or Made? The Determinants
of Successful Sales Performance 254
A Review of Past Research 256
The Costs of Inappropriate Selection Standards 257
Characteristics of Successful Salespeople 258
Characteristics Sales Managers Look For 258
Research Concerning the Personal Characteristics of
Successful Salespeople 260
Overview of Findings 260
Job-Specific Determinants of Good Sales Performance 269
Selling Different Types of Products and Services 269
Different Types of Sales Jobs 270
Implications for Sales Management 271
Summary 271
Sales Force Recruitment and Selection 278
Learning Objectives 278
Recruitment and Selection Issues 278
Who Is Responsible for Recruiting and
Selecting Salespeople? 281
Job Analysis and Determination of Selection Criteria 282
Who Conducts the Analysis and Prepares the Description? 283
Content of the Job Description 284
Determining Job Qualifications and Selection Criteria 286
Methods for Deciding on Selection Criteria 287
DETAILED CONTENTS
xvii
Recruiting Applicants 288
External Sources 292
Selection Procedures 296
Application Blanks 297
Personal Interviews 297
Physical Examinations 300
Tests 300
Concerns about the Use of Tests 302
Guidelines for the Appropriate Use of Tests 303
Equal Employment Opportunity Requirements in
Selecting Salespeople 303
Requirements for Tests 304
Requirements for Interviews and Application Blanks 305
Summary 306
CHAPTER 10 Sales Training: Objectives, Techniques, and
Evaluation 312
Learning Objectives 312
Issues in Sales Training 312
Objectives of Sales Training 314
Increase Productivi ty 314
Improve Morale 314
Lower Turnover 315
Improve Customer Relations 315
Improve Selling Skills 315
The Development of Sales Training Programs 316
Creating Credibility in Sales Training 317
Training New Sales Recruits 320
Training Experienced Sales Personnel 321
Sales Training Topics 321
Product Knowledge 321
Market/Industry Orientation 322
xviii
DETAILED CONTENTS
CHAPTER 11
Company Orientation 323
Time and Territory Management 323
Legal/Ethical Issues 324
Technology 324
Specialized Training Topics 325
Sales Training Methods 326
On-the-Job Training 327
Classroom Training 328
Electronic Training Methods 329
Measuring the Costs and Benefits of Sales Training 330
Sales Training Costs 330
Measurement Criteria 331
Measuring Broad Benefits 332
Measuring Specific Benefits 332
Recent Trends in Sales Training Evaluation 333
Summary 334
Salesperson Compensation and Incentives 339
Learning Objectives 339
Overview of Compensation and Incentives 339
Straight Salary, Straight Commission, and Combination Plans
Straight Salary 342
Straight Commission 344
Combination Plans 345
Steps to Executing the Compensation Plan 349
Sales Contests 350
Contest Objectives 350
Contest Themes 351
Probability of Winning 351
Types of Contest Rewards 351
Contest Promotion and Follow-through 352
Criticism of Sales Contests 353
341
DETAILED CONTENTS
XIX
Nonfinancial Rewards 353
Recognition Programs 354
Expense Accounts 354
Direct Reimbursement Plans 355
Limited Reimbursement Plans 356
No Reimbursement Plans 356
Making Compensation and Incentive Programs Work
Assessing the Relationship Selling Objectives 357
Determining Which Aspects of Job Performance to Reward
Deciding on the Most Appropriate Mix and
Level of Compensation 360
Dangers of Paying Salespeople Too Much 361
Dangers of Paying Salespeople Too Little 361
Changing the Compensation Plan 362
Summary 363
PART THREE
EVALUATION AND CONTROL OF THE SALES PROGRAM
CHAPTER 12 Cost Analysis 373
Learning Objectives 373
Cost Analysis Development 375
Full Cost versus Contribution Margin 375
ABC Accounting 379
Procedure 381
The Process Illustrated 384
Direct Selling 389
Advertising 390
Warehousing and Shipping 391
Order Processing 391
Transportation 391
Promise and Problems 392
Return of Assets Managed 394
357
358
371
Summary 396
XX
DETAILED CONTENTS
CHAPTER 13
Endnotes 435
Evaluating Salesperson Performance 406
Learning Objectives 406
Performance versus Effectiveness 406
Objective Measures 409
Output Measures 410
Input Measures 411
Ratio Measures 413
Summary of Ob j ective Measures 415
Subjective Measures 416
Forms Used for Subjective Measurement 417
Avoiding Errors in Performance Evaluation 423
Using a BARS System 423
360-Degree Feedback in Performance Evaluation 426
Summary 429
Index 454
|
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| author | Johnston, Mark W. Marshall, Greg W. |
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| dewey-full | 658.81 658.8/1 658.8/101 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
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| dewey-search | 658.81 658.8/1 658.8/101 |
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| discipline | Wirtschaftswissenschaften |
| edition | twelfth edition |
| format | Book |
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| id | DE-604.BV043841078 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T17:46:35Z |
| institution | BVB |
| isbn | 9781138951716 9781138951723 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-029251605 |
| oclc_num | 965151148 |
| open_access_boolean | |
| owner | DE-1050 DE-2070s DE-1049 DE-N2 DE-898 DE-BY-UBR DE-473 DE-BY-UBG |
| owner_facet | DE-1050 DE-2070s DE-1049 DE-N2 DE-898 DE-BY-UBR DE-473 DE-BY-UBG |
| physical | xxviii, 465 Seiten Illustrationen, Diagramme |
| publishDate | 2016 |
| publishDateSearch | 2016 |
| publishDateSort | 2016 |
| publisher | Routledge, Taylor & Francis Group |
| record_format | marc |
| spellingShingle | Johnston, Mark W. Marshall, Greg W. Sales force management leadership, innovation, technology Sales management Vertrieb (DE-588)4127117-8 gnd Strategisches Management (DE-588)4124261-0 gnd Marketingmanagement (DE-588)4168907-0 gnd Vertriebsorganisation (DE-588)4078869-6 gnd Außendienst (DE-588)4003828-2 gnd Management (DE-588)4037278-9 gnd Personalpolitik (DE-588)4045269-4 gnd Sales-promotion (DE-588)4076968-9 gnd |
| subject_GND | (DE-588)4127117-8 (DE-588)4124261-0 (DE-588)4168907-0 (DE-588)4078869-6 (DE-588)4003828-2 (DE-588)4037278-9 (DE-588)4045269-4 (DE-588)4076968-9 |
| title | Sales force management leadership, innovation, technology |
| title_auth | Sales force management leadership, innovation, technology |
| title_exact_search | Sales force management leadership, innovation, technology |
| title_full | Sales force management leadership, innovation, technology Mark W. Johnston and Greg W. Marshall |
| title_fullStr | Sales force management leadership, innovation, technology Mark W. Johnston and Greg W. Marshall |
| title_full_unstemmed | Sales force management leadership, innovation, technology Mark W. Johnston and Greg W. Marshall |
| title_short | Sales force management |
| title_sort | sales force management leadership innovation technology |
| title_sub | leadership, innovation, technology |
| topic | Sales management Vertrieb (DE-588)4127117-8 gnd Strategisches Management (DE-588)4124261-0 gnd Marketingmanagement (DE-588)4168907-0 gnd Vertriebsorganisation (DE-588)4078869-6 gnd Außendienst (DE-588)4003828-2 gnd Management (DE-588)4037278-9 gnd Personalpolitik (DE-588)4045269-4 gnd Sales-promotion (DE-588)4076968-9 gnd |
| topic_facet | Sales management Vertrieb Strategisches Management Marketingmanagement Vertriebsorganisation Außendienst Management Personalpolitik Sales-promotion |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029251605&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT johnstonmarkw salesforcemanagementleadershipinnovationtechnology AT marshallgregw salesforcemanagementleadershipinnovationtechnology |