This 14th edition of Sales Force Management continues to build on the book's reputation as a contemporary classic, fully updated for modern sales management teaching, research, and practice. It is an invaluable resource for students of sales management.
This 14th edition of Sales Force Management continues to build on the book's reputation as a contemporary classic, fully updated for modern sales management teaching, research, and practice. It is an invaluable resource for students of sales management.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Mark W. Johnston is the Alan and Sandra Gerry Professor of Marketing and Ethics (Emeritus) at Rollins College in Florida, USA, and is a consultant for firms in the personal health care, chemical, transportation, service, and telecommunications industries. Greg W. Marshall is the Charles Harwood Professor of Marketing and Strategy at Rollins College in Florida, USA, and is a Professor of Marketing and Sales at the Aston Business School in Birmingham, UK. Jessica L. Ogilvie is the Edward A. Brennan Chair in Marketing and Executive Director of the Center for Professional Selling at Marquette University in Wisconsin, USA.
Inhaltsangabe
1. Introduction to Sales Management and Leadership Strategy Part 1: Formulation of a Sales Program 2. The Process of Selling and Buying 3. Linking Strategies and the Sales Role in the Era of CRM and Data Analytics 4. Organizing the Sales Effort 5. The Strategic Role of Information in Sales Management Part 2: Implementation of the Sales Program 6. Salesperson Performance: Behavior, Role Perceptions, and Satisfaction 7. Salesperson Performance: Motivating the Sales Force 8. Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople 9. Sales Force Recruitment and Selection 10. Sales Training: Objectives, Techniques, and Evaluation 11. Salesperson Compensation and Incentives Part 3: Evaluation and Control of the Sales Program 12. Cost Analysis 13. Evaluating Salesperson Performance
1. Introduction to Sales Management and Leadership Strategy Part 1: Formulation of a Sales Program 2. The Process of Selling and Buying 3. Linking Strategies and the Sales Role in the Era of CRM and Data Analytics 4. Organizing the Sales Effort 5. The Strategic Role of Information in Sales Management Part 2: Implementation of the Sales Program 6. Salesperson Performance: Behavior, Role Perceptions, and Satisfaction 7. Salesperson Performance: Motivating the Sales Force 8. Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople 9. Sales Force Recruitment and Selection 10. Sales Training: Objectives, Techniques, and Evaluation 11. Salesperson Compensation and Incentives Part 3: Evaluation and Control of the Sales Program 12. Cost Analysis 13. Evaluating Salesperson Performance
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