TITLE : SALES FORCE MANAGEMENT: PLANNING, IMPLEMENTATION AND CONTROL. 3RD ED.

 
Chapter 1
An Overview of Personal Selling and Sales Management 1
 
Are the Stercotypes Accurate? 3
Thc Diversity of Sales Jobs 3
Some Attractive Characteristics of Sales Jobs: The Salesperson's
   Viewpoint 7
The Role of Pcrsonal Selling in a Customer-Driven Marketing Strategy:
   The Xero Example: 13
What Is Involved in Sales Management? 19
Summary 29
 
PART ONE
FORMULATION OF A STRATEGIC SALES PROGRAM 32
 
Chapter 2
The Environment, Marketing Planning, and the Sales Program 35
 
Campbell Soup Stirs Up Its Sales Forcc 36
Relationships among Environmental Factors, Marketing Plans, and the
   Sales Program 42
Marketing Planning 44
Impact of the Environment on Marketing and Sales Planning 55
Environmental Constraints on Sales Force Performance 67
Summary 70
 
Chapter 3
Selling Activities and Account Management Policies 75
 
The Role of Personal Selling in the Marketing Mix 76
Promotional Tools 78
Account Management Polides and Sales Program Planning 84
The Organizational Buying Process 87
Selling Activities 96
Summary 108
Appendix A: Alternative Selling Techniques 111
 
Chapter 4
Organizing the Selling Effort 117
Herman Miller Redesigns Its Sales and Distribution Organization 118
Herman Miller's Attention to Sales Organization ls Not Typical 121
Purposes of Sales Organization 123
Horizontal Structure of the Sales Force 126
Organizing to Service National and Key Accounts 140
Vertical Structure of the Sales Organization 146
Some Additional Questions 151
Summary 152
 
Chapter 5
Demand Estimation 157
 
Clarification of Terms 158
Estimation of Demand 161
Importance of Sales Forecast 163
Users' Expectations 164
Sales Force Composite 166
Jury of Executive Opinion 168
Market Test 172
Time Series Analysis 176
Statistical Demand Analysis 183
Choosing a Forecasting Method 186
Developing Territory Estimates 191
Summary 198
 
Chapter 6
Sales Territories 203
 
The Need for Sales Territories 204
Sales Force Size 210
Sales Territory Design 220
Summary 238
 
Chapter 7
Sales Quotas 241
 
Purposes of Quotas 243
Characteristics of a Good Quota Plan 245
The Quota-Setting Process 247
Summary 261
 
Cases for Part One 265
Case 1-1: The Valley Winery 266
Case 1-2: Omega Medical Products, Inc. 274
Case 1-3: Olsen Seed Farms 282
Case 1-4: Barro Stickney, Inc. 289
Case 1-5: Gildersleeve Furniture Enterprises 295
Case 1-6: Business Research Associates 298
Case 1-7: Persoft, Inc. 301
Case 1-8: Delaware Paint and Plate Glass Industries, Inc. 306
Case 1-9: Midwest Medical Equipment Corporation 311
Case 1-10: National Manufacturing Company 314
Case 1-11: Calendar Coffee Company 323
 
PART TWO
IMPLEMENTATION OF THEi SALES PROGRAM 330
 
Chapter 8
Model of Salesperson Performance 333
 
The Model 334
The Role Perceptions Component 335
The Motivation Component 337
The Aptitude Component 337
The Skill Level Component 340
The Personal, Organizational, and Environmental Variable Component 340
Rewards 342
Satisfaction 343
Importance for Sales Management 345
Summary 346
 
Chapter 9
The Salesperson's Role Perceptions 349
 
The Salesperson's Role 350
Susceptibility of the Salesperson's Role 352
Role Conflict and Ambiguity 355
Role Accuracy 367
The Role Component and the Sales Manager 374
Summary 375
 
Chapter 10
Personal Characteristics and Sales Aptitude: Criteria for Selecting
Salespeople 379
 
Are Good Salespeople Born or Made? The Determinants of Successful
Sales
  Performance 380
Characteristics of Successful Salespeople 385
Job-Specific Determinants of Good Sales Performance 401
Implications for Sales Management 406
Summary 407
 
Chapter 11
Sales Force Recruitment and Selection 411
 
Wilkinson Sword USA Builds a New Sales Force 412
Recruitment and Selection Issues 413
Who Is Responsibile for Recruiting and Selecting Salespeople? 415
Job Analysis and Determination of Selection Criteria 416
Recruiting Applicants 421
Selection Procedures 430
Equal Employment Opportunity Requirements in Selecting Salespeople 441
Summary 443
 
Chapter 12
Sales Training: Objectives, Techniques, and Evaluation 447
 
"How IBM Teaches Techies to Sell" 448
An Overview of Other Sales Training Programs 449
What's Wrong with Sales Training Programs? 451
Improving Sales Training 454
Objectives of Sales Training 465
The Timing of Sales Training 466
Training the New Sales Recruit 467
Content of Training Programs for New Recruits 468
Relative Importance of Methods 475
Descriptions of Selected Methods 476
Training Experienced Sales Personnel 479
Measuring the Costs and Benefits of Sales Training 484
Summary 487
 
Chapter 13
Motivating the Sales Force 491
 
The Great Cookie War 492
The Psychological Process of Motivation 495
Can the Motivational Model Predict Salesperson Effort and
   Performance? 501
The Impact of a Salesperson's Personal Characteristics on
   Motivation 502
Career Stages and Salesperson Motivation 508
The Impact of Environmental Conditions on Motivation 516
The Impact of Organizational Variables on Motivation 517
Summary 520
 
Chaptet 14
Designing Compensation and Incentive Programs 523
 
Procedures for Designing a Compensation and Incentive Program 526
Assessing Company Objectives and Determining What Dimensions of Sales
   Performance to Encourage 526
Assessing Salespeople's Valences and Choosing an Attractive Mix of
   Rewards 529
Dctermining the Appropriate Level of Total Compensation 530
Choosing thc Most Effective Form of Financial Compensation 532
The Reimbursement of Selling Expenses 542
Sales Contests 548
Nonfinancial Rewards 553
Summary 555
 
Cases for Part Two 561
Case 2-1: Gcneral Electric Appliances 562
Case 2-2: Agrisystem Farm Machines, Inc. 576
Case 2-3: Adams Brands 582
Case 2-4: Reliable Meter Company 589
Case 2-5: Golden Bear Distributors 596
Case 2-6: Stone & Lewis 604
Case 2-7: Chips-to-Dip, Inc. 613
Case 2-8: Acme Machine Corporation 620
Case 2-9: Associated Directories, Inc. 623
Case 2-10: Atlas Steel Service Center 631
Case 2-11: Highlights for Children 633
Case 2-12: California Credit Life Insurance Group 645
Case 2-13: Genner Security Systems, Inc. 656
 
PART THREE
EVALUATION AND CONTROL OF THE SALES PROGRAM 662
 
Chapter 15
Sales Analysis 665
 
Nature of Control 666
Marketing Audit 666
Sales Analysis 670
Key Decisions in a Sales Analysis 673
A Hierarchical Sales Analysis 678
Decision Support System (DSS) 685
Summary 690
 
Chapter 16
Cost Analysis 695
 
Cost Analysis Development 696
Accounting versus Marketing Costs 697
Full-Cost or Contribution Margin 698
Procedure 703
The Process Illustrated 707
Prospects and Problems 715
Return on Assets Managed 716
Summary 721
 
Chapter 17
Behavior and Other Performance Analyses 727
 
Performance versus Effectiveness 728
Objectivc Measures 731
Subjective Measures 739
Decision Support Systems and Use of Microcomputers 750
Corrective Action 751
Summary 753
 
Cases for Part Three 759
Case 3-1: Computing Systems Ltd. 760
Case 3-2: Crestlight Paper Company 768
Case 3-3: Susan Kay Greenhouses 776
Case 3-4: Supersonic Stereo, Inc. 781
Case 3-5: Country Roads, Inc. 786
Case 3-6: Anderson Distributors, Inc. 799
Case 3-7: Wentworth Industrial Cleaning Supplies 808
 
Index 827