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