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Sales Management, 5^th Ed.

Concept and Cases

Publisher: Wiley, 1995 , 807 pages

ISBN: 0-471-11150-3

Keywords: Sales

Synopsis:

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Effective sales management not only helps companies gain advantages over competitors; it also helps you gain key advantages in your personal career. With Dalrymple’s Sales Management, 5th Edition, you’ll learn how to get out there, manage a sales force, and help them sell. The authors show you how to develop a sales force, manage strategic account relationships, and motivate your sales force.

Selling and Sales Management
The Sales Management Process
Sales Management in Action 1-1: Selling in Other Countries
Changes in the Marketplace
Total Quality Management
The Field Sales Manager's Job
Sales Management in Action 1-2: Turning It Around in Cleveland
Sales Management in the 1990s: What Does It Take to Win?
Career Paths
Experential Exercise
Cases

1-1 The Case Mathod
1-2 Salco Chemicals S.A.
1-3 Fuller Brush Company
1-4 Green Acres Seed Company

Chapter 2 Strategic Planning and Budgeting

Strategic Management Planning
Sales Management in Action 2-1: Sales as an Internal Position
Strategic Marketing Planning
Sales Force Strategy
The Sales Budget
Total Quality Management: Strategy Execution
Ethical Situations
Cases

2-1 BSI
2-2 Grasse Fragrances SA
2-3 Shanandoah Industries (A)

Part II Developing the Selling Function

Chapter 3 Personal Selling

Selling to the CEO
Basic Types of Selling Processes
Locating and Qualifying Prospects
Sales Management in the 1990s: 3-1: A Perfect "10"
Sales Management in the 1990s: 3-2: Would You Sell to Crooks?
Sales Management in the 1990s: 3-3: They "Hot", "Warm", or "Cold"?
Precall Planning
The Approach/Relating
Sales Management in the 1990s: 3-4: Are You a Salesperson?
Sales Management in Action 3-1: You're Not Prepared! You Don't Listen! You Promised!
Customer Needs Discovery
The Presentation
Sales Management Technology 3-1: High-Tech Sales Aids
Sales Management in Action 3-2: The Stuff Is No Good
Handling Objections
Closing
Follow-Up
Sales Management in Action 3-3: What Would You Say If Called an "Okyaku-Sama"?
Computers and Personal Selling
Sales Management Technology 3-2: How to Save 5 Hours a Week or Do 10 Days of Work in 15 Minutes
Sales Management Technology 3-3: A Mobile Office
Total Quality Management
Experential Exercise
Cases

3-1 Global Marketing Costa, S.A.
3-2 Royal Corporation
3-3 Mediquip S.A.

Chapter 4 Account Relationship Management

Partners
Organizational Purchasing Process
Buying Center
Building Relationships
Sales Management in Action 4-1: How Many People Does It Take to Buy a Window?
Relationship Binders
Sales Management in Action 4-2: National Culture and Selling in France
Ethical Situations
Total Quality Management: Cross-Functional Teams
Experential Exercise
Appendix: Buying a Test Standard
Cases

4-1 Hassler & Howard, Inc.
4-2 Pepe Jeans
4-3 The Centrust Corporation

Chapter 5 Territory Management

Allocating Time at IBM
Sales Force Productivity
Sales Management in Action 5-1: Road Warriors
Minimum Account Size
Account Analysis and Time Allocation
Managing Territory Profitability
Territory Coverage
Personal Time Management
Management's Role
Sales Management in Action 5-2: One of the Most Important Things a Sales Manager Does
Cases

5-1 Parker Perfume
5-2 Hanover-Bates Chemical Corporation
5-3 Zygar Pharmaceuticals

Chapter 6 Sales Ethics

Why Is Sales Ethics Important?
Modeling Ethical Behavior?
Whose Ethics are Relevant?
Sales Management in Action 6-1: Overselling at Sears
Making Decisions on Ethical Problems
Common Sales Ethics Issues
Sales Management in Action 6-2: Handling Sexual Harassment
Sales Management in Action 6-3: The Ethics of Selling Infant Formula
Whistleblowing
Government Regulation
Building a Sales Ethics Program
Experential Exercise
Cases

6-1 Topnotch Investment Company
6-2 Texxon Oil Company
6-3 Dave McDonald's Ethical Dilemmas
6-4 Ethics — A Computer Case

Part III Sales Goals and Structure

Chapter 7 Estimating Potentials and Forecasting Sales

Using Potentials Data
What is Market Potential?
Subjective Sales Forecasting
Sales Management in Action 7-1: Forecasting Industrial Sales
Objective Sales Forecasting
MAPE
Sales Management Tools 7-1: Commercial Forecasting Programs
Selecting Forecasting Methods
Ethical Issues
Cases

7-1 Parket Computer
7-2 Mead products
7-3 Bates Industrial Supply

Chapter 8 Organization

Using National Account Managers
Organizational Principles
Specialization
Sales Management in Action 8-1: What, Another One?
Major Accounts Program
Sales Management in Action 8-2: What More Can We Do for You?
Telemarketing
Sales Management in Action 8-3: How Many Salespeople Are Enough?
Independent Sales Agents
Sales Management in Action 8-4: From Employee to Partner
Number of Salespeople
Evolving Sales Force Organizations
Sales Management in Action 8-5: What? Only 20 Percent Raise?
Ethical Situations
Role Play

8-1 Damage Control
8-2 How Can You Do This to Me?

Cases

8-1 3M Canada
8-2 United Tire Company
8-3 Shanandoah Industries (B)
8-4 MPM Corporation

Part IV Building a Sales Program

Chapter 9 Recruiting and Selecting Personnel

Recruiting at Procter & Gamble
Planning Cycle
Sales Management in Action 9-1: Everything Will Be Alright
Recruiting
Selecting Prospects
Sales Management in Action 9-2: Why Did Yoy Do That?
Validating the Hiring Process
Sales Management in Action 9-3: Who Should We Hire in Belgium?
Ethical Situations
Role Play

9-1 Which One to Pick
9-2 An Offer I Couldn't Refuse

Cases

9-1 Adams Brands
9-2 Allied Food Distributors
9-3 Delta, Inc.

Chapter 10 Sales Training

Sales Training at Merck
Why Train Salespeople?
Sales Management in Action 10-1: Getting a Quick Start
Assessing Training Needs
How Much to Spend
Developing the Training Program
Sales Management in Action 10-2: They Really Paid Attention
Evaluating Sales Training
Follow-Up
Developing Salespeople
Ethical Situations
TQM: Improving Teamwork
Role Play

10-1 The Greatest Product Since Sliced Bread

Experential Exercise
Cases

10-1 Westinghouse Electric Corporation
10-2 Sandwell Paper Company
10-3 Kalo Laboratories

Chapter 11 Territory Design

When Are Territories Needed?
Why Use Territories?
Sales Management in Action 11-1: Territories by Design
Territory Design Procedures
Designing Territories by Computer
Sales Management in Action 11-2: Interactive Mapping Programs
Territory Assignements and Adjustments
Ethical Issues
Role Play

11-1 Strike Three

Cases

11-1 Garrett Truck Co. Ltd.
11-2 D. F. Hardware Company
11-3 Kent Plastics

Part V Leading and Motivating the Sales Force

Chapter 12 Leadership

Where is Richard Waxler?
Leadership?
Leadership Styles
Team Building
Sales Management in Action 12-1: The Case for Effective Team Building
Sales Management in Action 12-2: Why Teams Don't Work
External System
Coaching
Sales Meetings
TQM Concepts
Sales Management in Action 12-3: It's Always Something
Sales Force Personnel Issues
Sales Management in Action 12-4: Best for Working Mothers
Ethical Situations
Role Play

12-1 Why Me, Lord?

Cases

12-1 First National Bank
12-2 Romano Pitesti
12-3 Sierra Chemical Company

Chapter 13 Motivating Salespeople

The President's Club
What Is Motivation?
Individual Needs
Sales Management in Action 13-1: The Chinese Needs Hierarchy
A Model of Motivation
Behavioral Self-Management
Quotas
Incentive Programs
Recognition Programs
Sales Management in Action 13-2: Why Incentive Plans Cannot Work
Ethical Situations
Role Play

13-1 This Is Going to Cost Me My Job

Cases

13-1 Vista Investments Canada Ltd.
13-2 General Electric Appliances
13-3 McGee Metals

Chapter 14 Compensating Salespeople

Goals Define Compensation Plans
Establish Objectives
Sales Management in Action 14-1: Designing Compensation Plans to Cut Turnover
Compensation Methods
Sales Management in Action 14-2: Rewards for Team Selling
Sales Management in Action 14-3: Dell's Drive for Profits
Setting Pay Levels
Expense Accounts and Fringe Benefits
Sales Management in Action 14-4: Controlling T&E by Computer
Assembling the Plan
Ethical Issues
Experential Exercise
Role Play

DEC Joins the Rest of the World

Cases

14-1 D. H. Howden & Co. Ltd.
14-2 Power & Motion Industrial Supply, Inc.
14-3 Webb Testing

Chapter 15 Evaluating Sales Force Performance

Trends in Sales Force Productivity
Sales Performance Analysis
Sales Management in Action 15-1: Using Computers to Improve Productivity
Cost Analysis
Profitability Analysis
Sales Management in Action 15-2: Controlling Selling Costs
Fleet Car Management
Ethical Issues
Role Play

Which Profits?

Cases

15-1 Paul Gordon Representatives, Inc.
15-2 Capree Manufacturing, Inc.
15-3 Dunker Company

Chapter 16 Evaluating and Controlling Salespeople

What Control Factors are Important?
Sales Management in Action 16-1: Rewarding Successful Salespeople
Current Evaluation Practices
Behavior-Based Control Systems
Results-Oriented Control Systems
Models Combining Input and Output Controls
Ethical Issues
Experiential Exercise
Role Play

I Know the Sales Figures Stink

Cases

16-1 York Electronics
16-2 Heating Appliances, Inc.
16-3 Abbott, Inc.
16-4 Sales Management Simulation

Appendix A Role Play Guidelines
Appendix B Getting a Job in Sales

Reviews:

Sales Management

by Roland Buresund — last modified 2012-03-25 22:44

Rating: ***** (OK)

Not really easy to read, but it contains what you need to know as a sales manager.

The Buresund Pages

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Sales Management, 5^th Ed.

Concept and Cases

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Sales Management

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Sales Management, 5th Ed.

Concept and Cases

Synopsis:

Table of Contents:

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Sales Management

Sales Management, 5^th Ed.