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Advanced Sales Management Handbook and Cases: Analytical, Applied, and Relevant will fill the need in the market for a solid case work, role play, and activity book. It has been written by sales teaching professionals and sales executives. The life experiences of professionals with varied experiences will provide students with a solid foundation for learning. This will give college professors from around the world a better opportunity to ensure quality of learning. The book is intended to be supplemental to any other sales management text on the market, but could be used alone in an advanced…mehr
Advanced Sales Management Handbook and Cases: Analytical, Applied, and Relevant will fill the need in the market for a solid case work, role play, and activity book. It has been written by sales teaching professionals and sales executives. The life experiences of professionals with varied experiences will provide students with a solid foundation for learning. This will give college professors from around the world a better opportunity to ensure quality of learning. The book is intended to be supplemental to any other sales management text on the market, but could be used alone in an advanced sales management or marketing analytics course in which the students already have the base theoretical knowledge.
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Dr. Linda M. Orr is an Assistant Professor of Marketing and the Director of the Fisher Institute for Professional Selling at the University of Akron. She is a co-editor of two books, "Direct Marketing in Action: Cutting Edge Strategies for Finding and Keeping your Best Customers," Finalist for the American Marketing Association's Berry Book Prize for the Best Book in Marketing, and "Marketing in the 21st Century: Volume 3: Company and Customer Relations."
Inhaltsangabe
Table of Contents Chapter 1: Introduction to Sales Management What is Sales Management and how does it relate to Other Aspects of Marketing? The Complexities of Sales Management Today Sales Management Trends Changing Corporate Cultures Changing Customers Changing Needs of Sales Managers Aspects of Effective Sales Management Case 1.1: The Low Price Gets the Job! Case 1.2: The Growth of the CPO Case 1.3: High Turnover in High Fashion Chapter 2: Review of Professional Selling Types of Selling: Moving Towards Selling Models of Today The Sales Process Prospecting and Qualifying Research and Planning Approach Needs Discovery Linking Solutions to Needs: The Presentation Handling Concerns Establishing Commitment Adding Value and Follow-Up Concluding Remarks on the Sales Process Case 2.1: Trip Report for Prince Corporation - November 13-16 Case 2.2 - SolNow Sales Training Results - What's a sales manager to do? Case 2.3: Avalon Personal Care Sales Call Role Play Chapter 3: Changing Buyer Needs and the Effect on Sales Management Customer Needs for Greater Salesperson Knowledge Customer Needs for Better Communication Customer Needs for Customer Focused Products Case 3.1: Smith & Alvarez - Selling in an industry with diverse and demanding buyers Case 3.2 Parker Pottery and Challenges with Reverse Logistics Case 3.3: Staying Out of the Distribution Trap Chapter 4: Ethical and Legal Issues in Sales Management Development of Moral Reasoning Creating and Ethical Climate Case 4.1: Sexual Harassment in the Pharmaceutical Industry Case 4.2: Troubles with Alcoholism Case 4.3: Ethical Behavior at Limited Supply, Inc. Chapter 5: Sales Force Technology An Initial Perspective on Sales Technology: What is it? The Business Challenge: Why Invest in Sales Technology? Reasons to encourage the use of SFA Sales force automation failures Assigned Responsibilities for SFA Vary. The Importance of Communicating the Value of SFA to Sales. SFA Effectiveness Can Be Hampered by Technology Itself. SFA Training is lacking. Organizational Goals for SFA Differ Emerging Sales technologies - looking forward towards greater productivity Case 5.1: Nationwide - Delivering an On Your Side® Experience Case 5.2 Alexander Technical Resources Chapter 6: Sales Strategy, Organizational Integration, and Sales Processes The Components and Benefits of Strategy Planning Strategic Organizational Integration Formal Sales Processes Steps to Create Sales Processes Case 6.1: Halloway Corporation and the reactive manager Case 6.2: Successful Staffing, LLC: Working with an underperforming salesperson Case 6.3: Sales Processes at Bruno Builders Chapter 7: Sales Forecasting, Quota Setting, and Budgeting Qualitative Forecasting Techniques Quantitative Forecasting Methods Setting Quotas Step 1: Establish parameters for developing quotas Step 2: Add a growth expectation Step 3: Adapt the quotas to each sales rep Step 4: Get buy-in from the sales team Step 5: Adapt quotas to market realities Establishing Sales Budgets Case 7.1: Forecasting at Snake River Industrial Case 7.2: Fun Spirit, LLC - Forecasting and Budgeting Case 7.3: Setting Quotas at Havannah Polymer Solutions Chapter 8: Territory Design and Customer Organization Organizing Customers and Markets Single Factor Models Portfolio Models Decision Models Other Factors to Consider Understand the Sales Cycle Workload Analysis Designing Territories Signs Indicating the Need for Territorial Revisions Outsourcing the Sales Force Case 8.1A: What is the most effective sales structure for future growth? Case 8.1B: Is under-performance because the territory can't give up the number or the rep is a poor talent? Case 8.2: Bill's Restaurant Supply Case 8.3: Play at Home - Restructuring Customer Strategies Case 8.4: Allegheny Steel and James Douglas Industries Chapter 9: Recruitment, Selection, and Continual Improvement of the Workforce Challenges of Hiring Today The Costs of a Bad Hire Strategic Recruitment and Selection Continual Improvement through Training and Development Unfortunate Facts about Current Training Steps of Good Training Continual Accounting and Evaluation of Training Case 9.1: Down Home Molding, LLC Case 9.2: Pre-hire sales representative testing at Tremlon Tool Case 9.3: Training and Employee Development Chapter 10: Sales Leadership, Motivation, and Compensation Leadership Motivation and Compensation Types of Rewards Does money motivate people? How to set up a compensation plan Current Trends in Compensation Case 10.1: Leadership and Compensation at National Finance Masters Case 10.2: Leadership Issues at MedPlus Case 10.3: Communications Specialists Chapter 11: Comprehensive Cases Case 11.1: MedEx Medical Services Case 11.2: Mary's Beauty in an Emerging Market Case 11.3: People Connections, LLC Case 11.4: Eagle Home products
Table of Contents Chapter 1: Introduction to Sales Management What is Sales Management and how does it relate to Other Aspects of Marketing? The Complexities of Sales Management Today Sales Management Trends Changing Corporate Cultures Changing Customers Changing Needs of Sales Managers Aspects of Effective Sales Management Case 1.1: The Low Price Gets the Job! Case 1.2: The Growth of the CPO Case 1.3: High Turnover in High Fashion Chapter 2: Review of Professional Selling Types of Selling: Moving Towards Selling Models of Today The Sales Process Prospecting and Qualifying Research and Planning Approach Needs Discovery Linking Solutions to Needs: The Presentation Handling Concerns Establishing Commitment Adding Value and Follow-Up Concluding Remarks on the Sales Process Case 2.1: Trip Report for Prince Corporation - November 13-16 Case 2.2 - SolNow Sales Training Results - What's a sales manager to do? Case 2.3: Avalon Personal Care Sales Call Role Play Chapter 3: Changing Buyer Needs and the Effect on Sales Management Customer Needs for Greater Salesperson Knowledge Customer Needs for Better Communication Customer Needs for Customer Focused Products Case 3.1: Smith & Alvarez - Selling in an industry with diverse and demanding buyers Case 3.2 Parker Pottery and Challenges with Reverse Logistics Case 3.3: Staying Out of the Distribution Trap Chapter 4: Ethical and Legal Issues in Sales Management Development of Moral Reasoning Creating and Ethical Climate Case 4.1: Sexual Harassment in the Pharmaceutical Industry Case 4.2: Troubles with Alcoholism Case 4.3: Ethical Behavior at Limited Supply, Inc. Chapter 5: Sales Force Technology An Initial Perspective on Sales Technology: What is it? The Business Challenge: Why Invest in Sales Technology? Reasons to encourage the use of SFA Sales force automation failures Assigned Responsibilities for SFA Vary. The Importance of Communicating the Value of SFA to Sales. SFA Effectiveness Can Be Hampered by Technology Itself. SFA Training is lacking. Organizational Goals for SFA Differ Emerging Sales technologies - looking forward towards greater productivity Case 5.1: Nationwide - Delivering an On Your Side® Experience Case 5.2 Alexander Technical Resources Chapter 6: Sales Strategy, Organizational Integration, and Sales Processes The Components and Benefits of Strategy Planning Strategic Organizational Integration Formal Sales Processes Steps to Create Sales Processes Case 6.1: Halloway Corporation and the reactive manager Case 6.2: Successful Staffing, LLC: Working with an underperforming salesperson Case 6.3: Sales Processes at Bruno Builders Chapter 7: Sales Forecasting, Quota Setting, and Budgeting Qualitative Forecasting Techniques Quantitative Forecasting Methods Setting Quotas Step 1: Establish parameters for developing quotas Step 2: Add a growth expectation Step 3: Adapt the quotas to each sales rep Step 4: Get buy-in from the sales team Step 5: Adapt quotas to market realities Establishing Sales Budgets Case 7.1: Forecasting at Snake River Industrial Case 7.2: Fun Spirit, LLC - Forecasting and Budgeting Case 7.3: Setting Quotas at Havannah Polymer Solutions Chapter 8: Territory Design and Customer Organization Organizing Customers and Markets Single Factor Models Portfolio Models Decision Models Other Factors to Consider Understand the Sales Cycle Workload Analysis Designing Territories Signs Indicating the Need for Territorial Revisions Outsourcing the Sales Force Case 8.1A: What is the most effective sales structure for future growth? Case 8.1B: Is under-performance because the territory can't give up the number or the rep is a poor talent? Case 8.2: Bill's Restaurant Supply Case 8.3: Play at Home - Restructuring Customer Strategies Case 8.4: Allegheny Steel and James Douglas Industries Chapter 9: Recruitment, Selection, and Continual Improvement of the Workforce Challenges of Hiring Today The Costs of a Bad Hire Strategic Recruitment and Selection Continual Improvement through Training and Development Unfortunate Facts about Current Training Steps of Good Training Continual Accounting and Evaluation of Training Case 9.1: Down Home Molding, LLC Case 9.2: Pre-hire sales representative testing at Tremlon Tool Case 9.3: Training and Employee Development Chapter 10: Sales Leadership, Motivation, and Compensation Leadership Motivation and Compensation Types of Rewards Does money motivate people? How to set up a compensation plan Current Trends in Compensation Case 10.1: Leadership and Compensation at National Finance Masters Case 10.2: Leadership Issues at MedPlus Case 10.3: Communications Specialists Chapter 11: Comprehensive Cases Case 11.1: MedEx Medical Services Case 11.2: Mary's Beauty in an Emerging Market Case 11.3: People Connections, LLC Case 11.4: Eagle Home products
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