Descripciones mejoradas de Syndetics:

Thoroughly updated and completely rewritten, this second edition aims to capture the vitality of sales management in an environment that is constantly changing. Noted for its realism in presenting the sales management function, the text incorporates examples of current practises and includes realistic case studies, carefully developed to provide a variety of learning opportunities. The second edition has increased emphasis on professional selling, ethics, international issues, automation and sales technology, changes in personal selling, and gender and racial diversity of the sales force.

Tabla de contenidos provista por Syndetics

• Preface(p. xix)
• Part 1 Introduction to Personal Selling and Sales Management
• Chapter 1 Job of Sales Management(p. 3)
• Learning Goals(p. 3)
• The Modern Selling Professional(p. 3)
• Chapter Overview(p. 4)
• The Nature of Personal Selling(p. 5)
• Changes in Selling(p. 6)
• Personal Selling in the Marketing Mix(p. 8)
• Dimensions of Sales Management(p. 10)
• The Field Sales Manager(p. 14)
• Sales Management Training and Development(p. 19)
• Global Perspective(p. 20)
• About This Book(p. 21)
• Summary of Learning Goals(p. 23)
• Review Questions(p. 23)
• Discussion Questions(p. 23)
• Ethical Dilemma(p. 24)
• Sales Management Case: Death of a (Type of) Salesman(p. 24)
• Chapter 2 Careers in Professional Selling and Sales Management(p. 25)
• Learning Goals(p. 25)
• Sales Careers(p. 25)
• Chapter Overview(p. 26)
• Advantages of Sales Careers(p. 26)
• Sales Opportunities for Women and Minorities(p. 29)
• Sales Opportunities in Growth Industries(p. 29)
• Career Preparation and Development(p. 32)
• Job Search Guide for Students Interested in Sales Careers(p. 35)
• Sales Professionalism(p. 38)
• Summary of Learning Goals(p. 41)
• Review Questions(p. 42)
• Discussion Questions(p. 43)
• Ethical Dilemma(p. 43)
• Sales Management Case: The Job Search(p. 44)
• Part 2 The Personal Selling Function
• Chapter 3 Evolution of Professional Selling(p. 47)
• Learning Goals(p. 47)
• The College Traveler(p. 47)
• Chapter Overview(p. 48)
• Early History of Selling(p. 48)
• Selling in the Twentieth Century(p. 52)
• Sales Activities and Tasks(p. 58)
• Selling in the 1990s(p. 60)
• Summary of Learning Goals(p. 62)
• Review Questions(p. 64)
• Discussion Questions(p. 64)
• Ethical Dilemma(p. 65)
• Sales Management Case: Everybody's World(p. 65)
• Chapter 4 Preliminary Steps in the Selling Process(p. 66)
• Learning Goals(p. 66)
• Finding New Business(p. 66)
• Chapter Overview(p. 67)
• Prospecting(p. 69)
• Identifying Prospects(p. 71)
• Qualifying Prospects(p. 74)
• Preparing(p. 77)
• Summary of Learning Goals(p. 81)
• Review Questions(p. 83)
• Discussion Questions(p. 83)
• Ethical Dilemma(p. 84)
• Sales Management Case: Any Prospects?(p. 84)
• Chapter 5 Advanced Steps in the Selling Process(p. 86)
• Learning Goals(p. 86)
• The Magic of Impact(p. 86)
• Chapter Overview(p. 87)
• Approach(p. 89)
• Probing for Needs(p. 91)
• Convincing the Prospect(p. 93)
• Handling Objections(p. 96)
• Closing(p. 99)
• Followup(p. 102)
• Summary of Learning Goals(p. 104)
• Review Questions(p. 105)
• Discussion Questions(p. 105)
• Ethical Dilemma(p. 106)
• Sales Management Case: Selling to Businesses(p. 106)
• Chapter 6 Territory Development and Time Management(p. 108)
• Learning Goals(p. 108)
• Assigning Territories(p. 108)
• Chapter Overview(p. 109)
• The Nature of Territory Management(p. 110)
• Sales Territory Design(p. 111)
• Procedures for Developing Territories(p. 117)
• A Model of Territory Management(p. 122)
• Operating the Territory Management System(p. 124)
• Time Management(p. 126)
• The Challenge of Sales Productivity(p. 132)
• Summary of Learning Goals(p. 134)
• Review Questions(p. 135)
• Discussion Questions(p. 136)
• Ethical Dilemma(p. 136)
• Sales Management Case: For Automated Sales Forces, There Is No Time to Waste(p. 137)
• Part 3 Planning the Sales Effort
• Chapter 7 Sales Management Environment(p. 141)
• Learning Goals(p. 141)
• David Kessler: How One Man Changed the Food and Drug Industry's Selling Environments(p. 141)
• Chapter Overview(p. 142)
• A Model of the Environment for Sales Management(p. 143)
• Coping with Environmental Changes(p. 144)
• The Social and Cultural Environment(p. 146)
• The Technological Environment(p. 149)
• The Economic Environment(p. 152)
• The Competitive Environment(p. 154)
• The Political and Legal Environment(p. 157)
• Summary of Learning Goals(p. 161)
• Review Questions(p. 162)
• Discussion Questions(p. 163)
• Ethical Dilemma(p. 163)
• Sales Management Case: Threats, Opportunities, Response(p. 164)
• Chapter 8 Sales Management Planning(p. 165)
• Learning Goals(p. 165)
• Home Depot--A Sales Plan Based upon Training(p. 165)
• Chapter Overview(p. 166)
• The Nature and Importance of Sales Planning(p. 167)
• Sales Planning in the Corporate Context(p. 167)
• Information for Sales Planning(p. 169)
• Sales Intelligence(p. 170)
• Using the Marketing Information System(p. 171)
• The Growing Importance of Marketing Decision Support Systems(p. 172)
• The Sales Management Planning Process(p. 172)
• The Analysis Phase(p. 174)
• Setting Sales Objectives(p. 176)
• Formulating Sales Strategies(p. 179)
• Tactical Decisions(p. 181)
• Sales Plan Implementation(p. 183)
• The Control Phase(p. 184)
• Summary of Learning Goals(p. 185)
• Review Questions(p. 186)
• Discussion Questions(p. 187)
• Ethical Dilemma(p. 187)
• Sales Management Case: Curad--Converting a Marketing Strategy into a Sales Gain(p. 188)
• Chapter 9 Sales Forecasting(p. 190)
• Learning Goals(p. 190)
• Pizza Delivery? Catfish?(p. 190)
• Chapter Overview(p. 191)
• Importance of Sales Forecasting(p. 191)
• Sales Quotas and Budgets(p. 192)
• Sales Forecasting Concepts(p. 192)
• Estimating Market and Sales Potentials(p. 193)
• The Product Life Cycle(p. 195)
• Information Sources(p. 196)
• Sales Forecasting Procedures(p. 197)
• Qualitative Methods(p. 198)
• Quantitative Methods(p. 201)
• Managing the Forecasting Function(p. 206)
• Summary of Learning Goals(p. 209)
• Review Questions(p. 211)
• Discussion Questions(p. 211)
• Ethical Dilemma(p. 211)
• Sales Management Case: Where's the Camera When You Need It?(p. 212)
• Chapter 10 Sales Budgeting(p. 213)
• Learning Goals(p. 213)
• The Value of Information(p. 213)
• Chapter Overview(p. 214)
• Types of Budgets(p. 215)
• Determining the Budget Level(p. 217)
• Sales Budgeting Procedure(p. 222)
• Practice of Sales Budgeting(p. 226)
• Summary of Learning Goals(p. 230)
• Review Questions(p. 231)
• Discussion Questions(p. 232)
• Ethical Dilemma(p. 232)
• Sales Management Case: Weathering a Recession--and Coming Out of One(p. 232)
• Part 4 Developing the Sales Force
• Chapter 11 Organization of the Sales Force(p. 235)
• Learning Goals(p. 235)
• Pilot Pen Organizes Its Sales Force(p. 235)
• Chapter Overview(p. 236)
• Tasks of the Sales Organization(p. 237)
• Developing a Sales Organization(p. 238)
• Basic Types of Sales Organization(p. 244)
• Relations with Other Departments(p. 252)
• Major Trends in Sales Organizations(p. 255)
• Evaluating the Sales Organization(p. 261)
• Summary of Learning Goals(p. 261)
• Review Questions(p. 262)
• Discussion Questions(p. 263)
• Ethical Dilemma(p. 263)
• Sales Management Case: Telemarketing--Better Than License Plates?(p. 263)
• Chapter 12 Sales Personnel Planning and Recruiting(p. 265)
• Learning Goals(p. 265)
• Attracting the Right People(p. 265)
• Chapter Overview(p. 266)
• Analyzing Sales Personnel Needs(p. 266)
• Quantitative Requirements Used in Sales Personnel Planning(p. 267)
• Qualitative Requirements Used in Sales Personnel Planning(p. 270)
• Sales Recruiting Guidelines(p. 275)
• Sources of Sales Recruits(p. 276)
• Equal Employment Opportunity(p. 282)
• Summary of Learning Goals(p. 287)
• Review Questions(p. 288)
• Discussion Questions(p. 289)
• Ethical Dilemma(p. 289)
• Sales Management Case: Dow Chemical Company--Walking the Walk(p. 290)
• Chapter 13 Sales Personnel Selection Process(p. 291)
• Learning Goals(p. 291)
• The Best Person for the Job(p. 291)
• Chapter Overview(p. 292)
• Who Is Responsible for the Salesperson Selection Process?(p. 293)
• Evaluating a Selection Program(p. 294)
• Systematic Selection Process(p. 296)
• Application Forms and Resumes(p. 300)
• Interviews(p. 302)
• References(p. 314)
• Psychological Tests(p. 315)
• Medical Examinations(p. 320)
• Trial Periods(p. 321)
• Hiring a Candidate(p. 321)
• Summary of Learning Goals(p. 323)
• Review Questions(p. 324)
• Discussion Questions(p. 324)
• Ethical Dilemma(p. 324)
• Sales Management Case: Finding Salespeople Who Write Right(p. 325)
• Chapter 14 Sales Training and Development(p. 326)
• Learning Goals(p. 326)
• Progressive Training at Paychex, Inc.(p. 326)
• Chapter Overview(p. 327)
• Training and the Salesperson's Career Cycle(p. 328)
• Reasons for Training Sales Personnel(p. 329)
• Educational Principles and Sales Training(p. 330)
• Orientation of Sales Recruits(p. 333)
• Designing a Formal Sales Training Program(p. 334)
• Which Salespeople Should Be Trained, and at What Points in Their Careers?(p. 334)
• What Should the Training Program Cover?(p. 335)
• How Should the Training Be Done?(p. 337)
• Who Should Train Salespeople, and Where Does Training Fit into the Organization?(p. 345)
• Evaluation and Followup(p. 348)
• Informal Training(p. 352)
• Summary of Learning Goals(p. 353)
• Review Questions(p. 354)
• Discussion Questions(p. 354)
• Ethical Dilemma(p. 355)
• Sales Management Case: Developing Creativity(p. 355)
• Part 5 Directing the Sales Force
• Chapter 15 Sales Leadership and Supervision(p. 359)
• Learning Goals(p. 359)
• Getting Salespeople to Do Their Jobs Well(p. 359)
• Chapter Overview(p. 360)
• Motivation(p. 361)
• Selected Views of Sales Motivation(p. 364)
• The Essence of Sales Leadership(p. 367)
• Sales Leadership and Cooperation(p. 368)
• The Sales Manager's Leadership Roles(p. 371)
• Individual Leadership Skills(p. 373)
• Human Relation Skills(p. 376)
• Summary of Learning Goals(p. 379)
• Review Questions(p. 380)
• Discussion Questions(p. 381)
• Ethical Dilemma(p. 381)
• Sales Management Case: The Car Seller's Lot(p. 382)
• Chapter 16 Sales Incentives(p. 383)
• Learning Goals(p. 383)
• The Unique Motivational Style at Dataflex(p. 383)
• Chapter Overview(p. 384)
• Types of Incentives(p. 385)
• Sales Contests(p. 389)
• Sales Meetings and Conventions(p. 394)
• Summary of Learning Goals(p. 399)
• Review Questions(p. 400)
• Discussion Questions(p. 400)
• Ethicaldilemma(p. 401)
• Sales Management Case: Re/Max--Giving Salespeople What They Want(p. 401)
• Chapter 17 Sales Compensation(p. 402)
• Learning Goals(p. 402)
• Compensation: Equitable Treatment + Company Goals(p. 402)
• Chapter Overview(p. 403)
• Criteria for a Sound Compensation Plan(p. 404)
• Sales Compensation Trends(p. 407)
• Developing a Compensation Plan(p. 409)
• Fringe Benefits(p. 418)
• Compensation for Sales Managers(p. 420)
• Summary of Learning Goals(p. 420)
• Review Questions(p. 422)
• Discussion Questions(p. 422)
• Ethical Dilemma(p. 422)
• Sales Management Case: The Future of Child Care Benefits(p. 423)
• Chapter 18 International Sales Management(p. 424)
• Learning Goals(p. 424)
• A Different World(p. 424)
• Chapter Overview(p. 425)
• International Sales and Marketing Opportunities(p. 426)
• International Sales Management Challenges(p. 428)
• Strategic Issues for International Sales and Marketing(p. 433)
• International Sales Techniques(p. 437)
• Structures for International Sales Organizations(p. 440)
• International Sales Management Practices(p. 444)
• Summary of Learning Goals(p. 448)
• Review Questions(p. 450)
• Discussion Questions(p. 450)
• Ethical Dilemma(p. 451)
• Sales Management Case: A New Europe(p. 451)
• Part 6 Evaluating Sales Force Performance
• Chapter 19 Sales Evaluation(p. 455)
• Learning Goals(p. 455)
• Evaluating the Sales Force(p. 455)
• Chapter Overview(p. 456)
• Sales Evaluation Principles(p. 457)
• Evaluation and Control(p. 457)
• Sales Management in Practice: Careers USA(p. 457)
• The Difficulties of Evaluation(p. 459)
• Establishing Performance Standards(p. 461)
• Information Sources for Evaluation(p. 466)
• Who Should Evaluate Sales Performance?(p. 470)
• Frequency of Evaluation(p. 471)
• Methods of Sales Force Evaluation(p. 473)
• Involving the Salesperson(p. 477)
• Evaluation Followup(p. 483)
• Training the Evaluators(p. 484)
• Summary of Learning Goals(p. 486)
• Review Questions(p. 487)
• Discussion Questions(p. 487)
• Ethical Dilemma(p. 488)
• Sales Management Case: IBM--Responding to Its Environment(p. 488)
• Chapter 20 Sales and Cost Analysis(p. 490)
• Learning Goals(p. 490)
• The Cost-Effective Sales Force(p. 490)
• Chapter Overview(p. 491)
• The Nature of Sales Control(p. 492)
• Sales Analysis(p. 494)
• Cost Analysis(p. 497)
• Principles of Analysis(p. 504)
• Sales Expenses(p. 507)
• Sales Audits(p. 509)
• A Concluding Thought(p. 510)
• Summary of Learning Goals(p. 514)
• Review Questions(p. 515)
• Discussion Questions(p. 515)
• Ethical Dilemma(p. 516)
• Sales Management Case: Reps versus Sales Force(p. 516)
• Notes(p. 518)
• Photo Credits(p. 541)
• Acknowledgments(p. 542)
• Indexes
• Name Index(p. 549)
• Subject Index(p. 550)