TITLE : SALES MANAGEMENT: BEHAVIOR, PRACTICE, AND CASES.

Sales Management. Behavior, Practices, and Cases provides students at colleges and universities with the basic foundation for understanding all major elements of sales management. The text presents sales management concepts and practices in a straightforward, readable manner with enough depth and detail to challenge the student in order to develop a solid under standing of this important aspect of the firm's marketing effort. To aid in stimulating students' interests, more than 300 examples are used, along, with numerous charts and diagrams to condense the material so that the instructor can use the book in either a quarter or semester school term. Ninety percent of the thirty-one cases in the text are derived from actual industrial experience and many were written by professors around the country. Typically there are two cases at the end of each chapter, with the first case presenting somewhat less of a challenge o students. The cases are short to medium in length and deal with problems encountered in both small and large companies. The text can be used in a case course or for case and lecture or lecture only courses. There are five short experiential exercises in the book, two of which can be analyzed using a computer. Those interested should contact the author. However, the cases can be analyzec without the computer. The text and cases have been classroom tested over the last two year in order to offer students a good product. Students, faculty, and review have been pleased with the readability, reasonable length, depth, and breadth of the material. I have strived to bring the material up to the level of knowledge for the 1 980s without going overboard on the purely academic side. That can easily be done and, in fact, I did that in the earlier drafts of the chapters. Both reviewers and students said ' remember your audience,'' and I have tried to do just that. Having been in industrial sales myself for eight years, I have a personal agreement with Red Motley's famous saying that i'nothing happens until somebody sells something.'' I feel salespeople do more than their share in causing goods and services to change hands between buyers and sellers. They are a dynamic power in the business world and are responsible for writing more debits and credits in our economy's ledger than any othel single job category. A personal bias, yes, but one with which sales managers agree It is difficult to decide what material to include in a book. As a guide I have relied on the comments of the thirty initial reviewers of the material. my main reviewers, class use of the material, student input, industry comments, and my own experience with three national sales organizations.

The text is divided into seven main parts:

1. The Introduction presents the sales manager as an administrator, and emphasizes the important relationship between marketing and corporate objectives, strategies, and tactics. The role salespeople assume in consumer and industrial markets is followed by the various ways of organizing sales personnel.

2. Sales Planning presents the relationships between sales force objectives, forecasting market demand. budgets, sales quotas and the management of individual sales territories. The sales territory is presented as a submarket of the firm's larger target market.

3. Staffing the Sales Force is the important job of manpower planning and employment planning.

4. Training the Sales Force shows the sales manager as a teacher of product knowledge and selling skills. If a course in salesmanship is typically taken before the course in sales management, the instructor may want to skip Chapter 12.

5. Directing the Sales Force adds a new dimension to current textbooks by discussing major concepts of motivation and how the sales manager can use the motivational mix to be an effective leader.

6. Sales Force Analysis and Evaluation deals with evaluating sales and marketing costs and the individual salesperson's performance to determine whether objectives were reached.

7. Social Responsibility of Sales Managers emphasizes the need to deal with customers and sales personnel in an ethical and socially responsible manner and discusses ways to keep the sales force on the straight and narrow.

A basic sales management model precedes Part 1 and appears again at the beginning of each section of the book to aid readers in better understanding the relationship of the text' s various parts and where they are relative to other subject matter. The relationship between subject matter is often so interrelated and dynamic that there can be no strict guidelines about their sequence. However, the model does give an order to the topics for purposes of discussion. A large, comprehensive instructor's manual accompanies the text to aid the teacher in class preparation. I have attempted to do as much as ossible in this area to help the instructor develop a quality course using this textbook. I have had the good fortune to receive excellent assistance from Professors Charles H. Hindersman, Southern Illinois University at Carbondale; Stan Cort, Case Western Reserve University; David W. Cravens, University of Tennessee; H. Lee Mathews, Ohio State University; Douglas J. D rymple, Indiana University; James L. Taylor, University of Alaban Donald W. Hackett, Wichita State University; Robert J. Zimmer, California State University at Fullerton; Richard D. Nordstrom, Western Ill in University; Edwin K. Simpson, Miami State University of Ohio; Wayla A. Tonning, Memphis State University; Rod Davis, Ball State University Robert J. Hoover, University of Denver; Douglas K. Hawes, University Wyoming; L. H. Stockman, University of Arizona; R. F. Wendel, Univisity ofConnecticut; Bruce Gunn, Florida State University; Joseph A. B lizzi, lowa State University; M. R. Karas, University of Cincinnati; a James W. Cagley, University of Tulsa. I wish to thank Professor Darrell Hankins, University of Alabama Birmingham, for his excellent work in condensing many of the text's cas Special thanks also go to Professors John E. Swan, University of Alabal at Birmingham, and Thomas Cosse, University of Richmond, for their contributions to Chapter 2. For the use of their sales management cases and exercises, I wish thank Professors Kendall A. Adams and Adam K. Gehr, Southern Illinl University; Gerald Crawford, University of North Alabama; C. P. RK University of Arkansas; M. J. S. Collins, Caufield Institute of Technolo of Australia; David L. Kurtz, Seattle University; Louis E. Boone, University of Central Florida; A. R. Marchione, George Mason University; Rol Tillman, Jr., James E. Littlefield, William D. Perreault, Jr., and Kevin Lebensburger, all of the University of North Carolina at Chapel Hill; Parasuraman, Richard T. Hise, and Denise Smart, all of Texas A&M University; E. Edward Blevins, William Evans, David Gordon, all of University of Dallas; Richard D. Nordstrom, Western Illinois University Zarrel V. Lambert, Auburn University; Fred Kniffin, University of Conecticut; and James L. Taylor, University of Alabama. Next week will be the first in two and a half years that I will not doing any reading, writing, and arithmetic on this text. Some portion of manuscript has been with me while I did all sorts of things in both 1 U.S.A. and Canada such as flying, driving, vacations, conventions, consulting, faculty meetings. family outings, holidays, and partying. I wish I could have been those places without the manuscript; yet this project has developed from a driving desire to see whether I could produce this text. I look forward to a one year break and then, hopefully, to the opportunity revise and further update the material. This has been a major learning experience for me. Other people happy to see this project finished are wife and children; Les Levitan, my graduate assistant; Sam Gillespie, department head; and Dawn Barton and Billie Gresham, my secretariw Finally, I dedicate this book to all of the friends and family who ha given me the necessary support to arrive at this point in my life, especia my wife, Sue, and my children, Amy and Gregory. Charles M. Futrell