| |
| |
| List of Cases | |
| |
| |
| |
| Introduction to Sales Force Management | |
| |
| |
| |
| The Field of Sales Force Management | |
| |
| |
| Scope and Focus of This Book | |
| |
| |
| The Nature of Personal Selling | |
| |
| |
| Personal Selling and the Marketing Mix | |
| |
| |
| Relationship Marketing and the Role of Personal Selling | |
| |
| |
| The Nature of Sales Jobs | |
| |
| |
| How Sales Jobs Differ from Other Jobs | |
| |
| |
| New Dimensions of Personal Selling: The Professional Salesperson | |
| |
| |
| The Nature of Sales Management | |
| |
| |
| Role and Skills of a Sales Manager | |
| |
| |
| Administration-A Distinct Skill | |
| |
| |
| Levels of Sales Management Positions | |
| |
| |
| How Sales Managers' Jobs Differ from Other Management Jobs | |
| |
| |
| Importance of Personal Selling and Sales Management | |
| |
| |
| In Our Economy | |
| |
| |
| In an Individual Organization | |
| |
| |
| To You, the Student | |
| |
| |
| Sales Force Management Challenges in the 21st Century | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| Strategic Sales Force Management | |
| |
| |
| The Marketing System | |
| |
| |
| External Environment | |
| |
| |
| Internal Variables | |
| |
| |
| The Marketing Concept and Marketing Management | |
| |
| |
| Evolution of Marketing Management | |
| |
| |
| Evolution of Selling in the United States | |
| |
| |
| Relationship Marketing | |
| |
| |
| Integrating Marketing and Sales Functions | |
| |
| |
| Integrating Production and Sales | |
| |
| |
| Strategic Planning | |
| |
| |
| Objectives | |
| |
| |
| Strategies | |
| |
| |
| Tactics | |
| |
| |
| Strategic Planning at the Company, Marketing, and Sales Force Levels | |
| |
| |
| Strategic Planning for the Total Company | |
| |
| |
| Strategic Marketing Planning | |
| |
| |
| Sales Force Strategy | |
| |
| |
| Strategic Trends | |
| |
| |
| Internet Selling | |
| |
| |
| Multiple Sales Channels | |
| |
| |
| Multiple Relationship Strategies | |
| |
| |
| Marketing Management's Social Responsibility | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| The Personal Selling Process | |
| |
| |
| Prospecting | |
| |
| |
| Identifying Leads | |
| |
| |
| Qualifying Leads | |
| |
| |
| Preapproach: Planning the Sale | |
| |
| |
| Customer Research | |
| |
| |
| Planning the Sales Presentation | |
| |
| |
| The Approach | |
| |
| |
| Need Assessment | |
| |
| |
| The Presentation | |
| |
| |
| Product Demonstrations | |
| |
| |
| Prepared Sales Presentations | |
| |
| |
| Developing Effective Presentations | |
| |
| |
| Meeting Objections | |
| |
| |
| Price or Value Objections | |
| |
| |
| Product/Service Objections | |
| |
| |
| Procrastinating Objections | |
| |
| |
| Hidden Objections | |
| |
| |
| Gaining Commitment | |
| |
| |
| Follow-Up | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| Organizing, Staffing, and Training A Sales Force | |
| |
| |
| |
| Sales Force Organization | |
| |
| |
| Nature of Sales Organizations | |
| |
| |
| Sales Force Organization and Strategic Planning | |
| |
| |
| Characteristics of a Good Organization | |
| |
| |
| Role of an Informal Organization | |
| |
| |
| Basic Types of Organizations | |
| |
| |
| Specialization within a Sales Department | |
| |
| |
| Geographic Specialization | |
| |
| |
| Product Specialization | |
| |
| |
| Market Specialization | |
| |
| |
| Combination of Organizational Bases | |
| |
| |
| Additional Strategic Organizational Alternatives | |
| |
| |
| Strategic Account Management | |
| |
| |
| Buying Centers and Team Selling | |
| |
| |
| Independent Sales Organizations | |
| |
| |
| E-Commerce and Telemarketing | |
| |
| |
| Organizing for International Sales | |
| |
| |
| Home-Country Intermediaries | |
| |
| |
| Foreign-Country Intermediaries | |
| |
| |
| Company Sales Force Operating Abroad | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercise | |
| |
| |
| References | |
| |
| |
| |
| Profiling and Recruiting Salespeople | |
| |
| |
| Sales Force Selection and Strategic Planning | |
| |
| |
| Importance of a Good Selection Program | |
| |
| |
| The Law and Sales Force Selection | |
| |
| |
| Scope of Sales Force Staffing Process | |
| |
| |
| The Planning Phase | |
| |
| |
| The Recruiting Phase | |
| |
| |
| The Selection Phase | |
| |
| |
| The Hiring and Assimilation Phases | |
| |
| |
| Establishing Responsibility for Recruiting, Selection, and Assimilation | |
| |
| |
| Determining the Number of People Needed | |
| |
| |
| Developing a Profile of the Type of People Needed | |
| |
| |
| Job Analysis | |
| |
| |
| Job Description | |
| |
| |
| Qualifications Needed to Fill the Job | |
| |
| |
| Methods of Determining Qualifications | |
| |
| |
| Recruiting and Its Importance | |
| |
| |
| Need for Many Recruits | |
| |
| |
| Finding and Maintaining Good Recruiting Sources | |
| |
| |
| Sources for Recruiting Sales Representatives | |
| |
| |
| Referrals | |
| |
| |
| Current Employees | |
| |
| |
| Other Companies: Competitors, Customers, Noncompetitors | |
| |
| |
| The Internet | |
| |
| |
| Educational Institutions | |
| |
| |
| Advertisements | |
| |
| |
| Employment Agencies | |
| |
| |
| Part-Time Workers | |
| |
| |
| Diversity | |
| |
| |
| Minority Groups | |
| |
| |
| Women | |
| |
| |
| Recruiting Evaluation | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercise | |
| |
| |
| References | |
| |
| |
| |
| Selecting and Hiring Salespeople | |
| |
| |
| Selection Tools and Strategic Planning | |
| |
| |
| Legal Considerations | |
| |
| |
| Application Blanks | |
| |
| |
| Reasons for Using Application Blanks | |
| |
| |
| Information Asked For on Application Blanks | |
| |
| |
| Personal Interviews | |
| |
| |
| Nature and Purpose | |
| |
| |
| Reliability of Personal Interviews as Predictors of Success | |
| |
| |
| Improving the Validity of Interviews | |
| |
| |
| Interview Structure | |
| |
| |
| Interview Focus | |
| |
| |
| Timing and Method of the Interview | |
| |
| |
| Psychological Testing | |
| |
| |
| Legal Aspects of Testing | |
| |
| |
| A Framework for Testing | |
| |
| |
| Problems in Testing | |
| |
| |
| References and Other Outside Sources | |
| |
| |
| Background Checks | |
| |
| |
| Legal Considerations | |
| |
| |
| Assessment Centers | |
| |
| |
| The Job Offer Decision | |
| |
| |
| Ranking the Recruits | |
| |
| |
| Communicating with Applicants | |
| |
| |
| The Hiring Phase | |
| |
| |
| Extending the Offer | |
| |
| |
| Socialization and Assimilation | |
| |
| |
| Preentry Socialization | |
| |
| |
| Assimilation of New Hires | |
| |
| |
| Meeting Social and Psychological Needs | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| Developing, Delivering, and Reinforcing a Sales Training Program | |
| |
| |
| The Value of Sales Training | |
| |
| |
| Sales Training and Strategic Planning | |
| |
| |
| Training Assessment | |
| |
| |
| What Are the Training Program Objectives? | |
| |
| |
| Who Should Be Trained? | |
| |
| |
| What Are the Training Needs of the Individual Rep? | |
| |
| |
| How Much Training Is Needed? | |
| |
| |
| Program Design | |
| |
| |
| Who Should Do the Training? | |
| |
| |
| When Should the Training Take Place? | |
| |
| |
| Where Should the Training Take Place? | |
| |
| |
| What Should the Content of the Training Be? | |
| |
| |
| What Teaching Methods Should Be Used? | |
| |
| |
| Reinforcement | |
| |
| |
| Training Evaluation | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercise | |
| |
| |
| References | |
| |
| |
| |
| Directing Sales Force Operations | |
| |
| |
| |
| Motivating a Sales Force | |
| |
| |
| Motivation-What Is It? | |
| |
| |
| Dimensions of Sales Motivation | |
| |
| |
| Motivation and Strategic Planning | |
| |
| |
| Importance of Motivation | |
| |
| |
| Unique Nature of the Sales Job | |
| |
| |
| Individuality of Salespeople | |
| |
| |
| Diversity in Company Goals | |
| |
| |
| Changes in Market Environment | |
| |
| |
| Behavioral Concepts in Motivation | |
| |
| |
| Understanding Individual Needs | |
| |
| |
| Hierarchy of Needs Theory | |
| |
| |
| Dual-Factor Theory | |
| |
| |
| Expectancy Theory | |
| |
| |
| Role Theory | |
| |
| |
| Salesperson Characteristics | |
| |
| |
| Selecting Effective Combinations of Motivational Tools | |
| |
| |
| Financial Rewards | |
| |
| |
| Compensation | |
| |
| |
| Other Financial Rewards | |
| |
| |
| Sales Contests | |
| |
| |
| Nonfinancial Rewards | |
| |
| |
| Job Enrichment and Support | |
| |
| |
| Recognition and Honor Awards | |
| |
| |
| Promotions | |
| |
| |
| Encouragement and Praise | |
| |
| |
| Corporate Culture | |
| |
| |
| Sales Meetings | |
| |
| |
| Purposes of Sales Meetings | |
| |
| |
| Planning for Sales Meetings | |
| |
| |
| Challenges and Changes in Sales Force Motivation | |
| |
| |
| Plateaued Salespeople | |
| |
| |
| Sales Force Segmentation | |
| |
| |
| Motivation and Performance | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| Sales Force Compensation | |
| |
| |
| Sales Force Compensation and Strategic Planning | |
| |
| |
| Objectives of a Compensation Plan | |
| |
| |
| The Company's Perspective | |
| |
| |
| The Salesperson's Perspective | |
| |
| |
| Designing a Sales Compensation Plan | |
| |
| |
| Some Useful Generalizations | |
| |
| |
| Review Job Descriptions | |
| |
| |
| Identify Specific Objectives | |
| |
| |
| Establishing the Level of Compensation | |
| |
| |
| Developing the Method of Compensation | |
| |
| |
| Basic Types of Compensation Plans | |
| |
| |
| Straight Salary Plans | |
| |
| |
| Straight Commission Plans | |
| |
| |
| Combination Plans | |
| |
| |
| Linking the Method to the Objective | |
| |
| |
| Indirect Monetary Compensation | |
| |
| |
| Final Steps in Development of the Plan | |
| |
| |
| Pretest the Plan | |
| |
| |
| Introduce the Plan to the Sales Force | |
| |
| |
| Install the Plan, Monitor It Continuously, and Evaluate It Periodically | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| Sales Force Quotas and Expenses | |
| |
| |
| Sales Quotas | |
| |
| |
| Relation to Sales Potential | |
| |
| |
| Sales Quotas and Strategic Management | |
| |
| |
| Purposes of Sales Quotas | |
| |
| |
| To Indicate Strong or Weak Spots in the Selling Structure | |
| |
| |
| To Furnish Goals and Incentives for the Sales Force | |
| |
| |
| To Control Salespeople's Activities | |
| |
| |
| To Evaluate Productivity of Salespeople | |
| |
| |
| To Improve Effectiveness of Compensation Plans | |
| |
| |
| To Control Selling Expenses | |
| |
| |
| To Evaluate Sales Contest Results | |
| |
| |
| Types of Quotas | |
| |
| |
| Sales Volume Quotas | |
| |
| |
| Profit Quotas | |
| |
| |
| Expense Quotas | |
| |
| |
| Activity Quotas and Customer Satisfaction | |
| |
| |
| Combination Quotas | |
| |
| |
| Bases for Setting a Sales Volume Quota | |
| |
| |
| Quotas Based on Sales Potential | |
| |
| |
| Adjustments to Potential-Based Quotas | |
| |
| |
| Quotas Based on Factors other than Potential | |
| |
| |
| Administration of Sales Quotas | |
| |
| |
| Typical Administrative Weaknesses | |
| |
| |
| Gaining Sales Force Acceptance of a Quota Plan | |
| |
| |
| Sales Force Expenses | |
| |
| |
| Sales Force Expenses and Strategic Planning | |
| |
| |
| Internal Revenue Service Regulations | |
| |
| |
| Legitimate Travel and Business Expenses | |
| |
| |
| Characteristics of a Sound Expense Plan | |
| |
| |
| No Net Gain or Loss for the Reps | |
| |
| |
| Equitable Treatment of the Reps | |
| |
| |
| No Curtailment of Beneficial Activities | |
| |
| |
| Minimal Detail and Administrative Expense | |
| |
| |
| Clarity | |
| |
| |
| Company Control of Expenses and Elimination of Padding | |
| |
| |
| Methods of Controlling Expenses | |
| |
| |
| Salespeople Pay Own Expenses | |
| |
| |
| Unlimited-Payment Plans | |
| |
| |
| Limited-Payment Plans | |
| |
| |
| Combination Plans | |
| |
| |
| Control of Sales Force Transportation | |
| |
| |
| Ownership or Leasing of Automobiles | |
| |
| |
| Reimbursement Plans for Employee-Owned Cars | |
| |
| |
| Other Methods of Expense Control | |
| |
| |
| Training and Enforcement | |
| |
| |
| Credit Cards | |
| |
| |
| The Expense Bank Account | |
| |
| |
| Change in Nature of Entertainment | |
| |
| |
| Internet Selling and Telemarketing | |
| |
| |
| Careful Travel Planning | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| Leadership of a Sales Force | |
| |
| |
| Leadership Characteristics and Skills | |
| |
| |
| Personal Characteristics | |
| |
| |
| Managerial Skills | |
| |
| |
| Leadership Style | |
| |
| |
| Transactional Leadership | |
| |
| |
| Transformational Leadership | |
| |
| |
| Situational Leadership | |
| |
| |
| Leadership and Strategic Planning | |
| |
| |
| Tools and Techniques of Leadership | |
| |
| |
| Personal Contact | |
| |
| |
| Sales Reports | |
| |
| |
| Telecommunications | |
| |
| |
| Printed Aids | |
| |
| |
| Meetings | |
| |
| |
| Indirect Supervisory Aids | |
| |
| |
| Outcomes of Effective Leadership | |
| |
| |
| Well-Trained Salespeople | |
| |
| |
| Trust among Salespeople | |
| |
| |
| Citizenship Behaviors | |
| |
| |
| Better Performance | |
| |
| |
| Sales Force Morale | |
| |
| |
| Problems Encountered in Leadership | |
| |
| |
| Poor Performance | |
| |
| |
| Substance Abuse | |
| |
| |
| Expense Accounts | |
| |
| |
| Unethical Behavior | |
| |
| |
| Sexual Harassment | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| Sales Planning | |
| |
| |
| |
| Forecasting Sales and Developing Budgets | |
| |
| |
| Sales Forecasting and Strategic and Operational Planning | |
| |
| |
| Explanation of Basic Terms | |
| |
| |
| Market Potential and Sales Potential | |
| |
| |
| Sales Forecast | |
| |
| |
| Estimating Market and Sales Potentials | |
| |
| |
| Customer Analysis | |
| |
| |
| Market-Factor Derivation | |
| |
| |
| Surveys of Buyer Intentions | |
| |
| |
| Test Markets | |
| |
| |
| Territory Potentials | |
| |
| |
| Sales Forecasting | |
| |
| |
| Difficulty of Sales Forecasting | |
| |
| |
| Sales Forecasting Periods | |
| |
| |
| Factors Influencing the Sales Forecast | |
| |
| |
| Sales Forecasting Methods | |
| |
| |
| Executive Opinion | |
| |
| |
| Sales Force Composite | |
| |
| |
| Moving Average Technique | |
| |
| |
| Exponential Smoothing Models | |
| |
| |
| Regression Analysis | |
| |
| |
| "Must Do" Forecasts | |
| |
| |
| Capacity-Based Forecasts | |
| |
| |
| Some Guiding Principles for Forecasting | |
| |
| |
| Fit the Method to the Product / Market | |
| |
| |
| Use More than One Method | |
| |
| |
| Minimize the Number of Market Factors | |
| |
| |
| Recognize the Limitations of Forecasting | |
| |
| |
| Use the Minimum / Maximum Technique | |
| |
| |
| Understand Mathematics and Statistics | |
| |
| |
| Review the Forecasting Process | |
| |
| |
| Developing Budgets | |
| |
| |
| Purposes of Budgeting | |
| |
| |
| Planning | |
| |
| |
| Coordination | |
| |
| |
| Evaluation | |
| |
| |
| Determining the Sales Budget | |
| |
| |
| Budgeting by the Percentage-of-Sales Method | |
| |
| |
| Budgeting by the Object-and-Task Method | |
| |
| |
| Budgets for Sales Department Activities | |
| |
| |
| The Sales Budget | |
| |
| |
| The Selling-Expense Budget | |
| |
| |
| The Administrative Budget | |
| |
| |
| The Budgeting Process for the Firm | |
| |
| |
| Budget Periods | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercise | |
| |
| |
| References | |
| |
| |
| |
| Sales Territories | |
| |
| |
| Nature and Benefits of Territories | |
| |
| |
| Designing Territories | |
| |
| |
| Determine Basic Control Unit for Territorial Boundaries | |
| |
| |
| Determine Location and Potential of Customers | |
| |
| |
| Determine Basic Territories | |
| |
| |
| Using Computers in Territory Design | |
| |
| |
| Assigning Salespeople to Territories | |
| |
| |
| Revising Sales Territories | |
| |
| |
| Indications of Need for Adjustment | |
| |
| |
| Why Are So Many Sales Territories Unbalanced? | |
| |
| |
| Territorial Coverage-Managing a Sales Rep's Time | |
| |
| |
| Routing the Sales Force | |
| |
| |
| Time Management and Computer Support Systems | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| Evaluating Sales Performance | |
| |
| |
| |
| Analysis of Sales Volume | |
| |
| |
| Strategic Relationship between Planning and Evaluation | |
| |
| |
| Relation of Performance Evaluation to Sales Control | |
| |
| |
| Introduction to Sales Force Performance Evaluation | |
| |
| |
| A Marketing Audit: A Total Evaluation Program | |
| |
| |
| A Sales Management Audit | |
| |
| |
| The Evaluation Process | |
| |
| |
| Components of Performance Evaluation | |
| |
| |
| Performance Evaluation and Misdirected Marketing Effort | |
| |
| |
| Nature of Misdirected Marketing Effort: The 80-20 Principle | |
| |
| |
| Reasons for Misdirected Effort | |
| |
| |
| The Need for Detailed Data | |
| |
| |
| Bases for Analyzing Sales Volume | |
| |
| |
| Total Sales Volume | |
| |
| |
| Sales by Territories | |
| |
| |
| Sales by Products | |
| |
| |
| Sales by Customer Classifications | |
| |
| |
| The Insufficiency of Sales Volume Analysis | |
| |
| |
| Sales Force Automation and Performance Evaluation | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| Marketing Cost and Profitability Analysis | |
| |
| |
| Nature and Scope of Marketing Cost Analysis | |
| |
| |
| Marketing Cost Analysis and the Accounting System | |
| |
| |
| Marketing Cost Analysis Compared with Production Cost Accounting | |
| |
| |
| Types of Marketing Cost Analysis | |
| |
| |
| Analysis of Ledger Expenses | |
| |
| |
| Analysis of Activity Expenses | |
| |
| |
| Analysis of Activity Costs by Market Segments | |
| |
| |
| Problems in Marketing Cost Analysis | |
| |
| |
| Allocating Costs | |
| |
| |
| The Contribution-Margin versus Full-Cost Controversy | |
| |
| |
| Use of Findings from Profitability Analysis | |
| |
| |
| Territorial Decisions | |
| |
| |
| Products | |
| |
| |
| Customer/Size of Order | |
| |
| |
| Return on Investment-An Evaluation Tool | |
| |
| |
| Use of Return on Assets Managed to Evaluate Field Sales Managers | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercise | |
| |
| |
| References | |
| |
| |
| |
| Evaluating a Salesperson's Performance | |
| |
| |
| Nature and Importance of Performance Evaluation | |
| |
| |
| Concept of Evaluation and Development | |
| |
| |
| Concept of Evaluation and Direction | |
| |
| |
| Importance of Performance Evaluation | |
| |
| |
| Difficulties Involved in Evaluating Performance | |
| |
| |
| Importance of a Good Job Description | |
| |
| |
| Program for Evaluating Performance | |
| |
| |
| |
| Establish Some Basic Policies | |
| |
| |
| |
| Select Bases for Evaluation | |
| |
| |
| |
| Set Performance Standards | |
| |
| |
| |
| Compare Performance Standards | |
| |
| |
| |
| Discuss the Evaluation with the Salesperson | |
| |
| |
| Using Evaluation Data: An Example | |
| |
| |
| Joe's Sales Performance | |
| |
| |
| Gus's Sales Performance | |
| |
| |
| Paula's Sales Performance | |
| |
| |
| The Sales Manager's Decisions | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| Ethical and Legal Responsibilities of Sales Managers | |
| |
| |
| Business Ethics and Sales Management | |
| |
| |
| The Legal-Ethical Confusion | |
| |
| |
| The Pressure to Compromise Personal Ethics | |
| |
| |
| The Problem of Determining Ethical Standards | |
| |
| |
| Ethical Situations Facing Salespeople and Sales Executives | |
| |
| |
| Establish an Ethical Climate | |
| |
| |
| Public Regulation and Sales Managers | |
| |
| |
| Price Discrimination | |
| |
| |
| Unfair Competition | |
| |
| |
| Green River Ordinances | |
| |
| |
| Cooling-Off Laws | |
| |
| |
| Current Problems | |
| |
| |
| Summary | |
| |
| |
| Key Terms | |
| |
| |
| Questions and Problems | |
| |
| |
| Experiential Exercises | |
| |
| |
| Internet Exercises | |
| |
| |
| References | |
| |
| |
| |
| Integrated Cases | |
| |
| |
| |
| Careers in Sales Management | |
| |
| |
| The Challenge | |
| |
| |
| Career Paths in Sales Management | |
| |
| |
| The Rewards of a Sales Management Job | |
| |
| |
| What It Takes to Be a Successful Sales Manager | |
| |
| |
| Your Strategic Career Plan | |
| |
| |
| Final Word | |
| |
| |
| Reference | |
| |
| |
| Indexes | |
| |
| |
| Name Index | |
| |
| |
| Company Index | |
| |
| |
| Subject Index | |