Sales Management

Sales Management : Analysis and Decision Making

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Revised throughout, this classic text blends the most current sales management research with real-life 'best practices' of leading sales organizations. The authors teach sales management, and interact with sales management professionals on a regular basis. Their text focuses on the importance of employing different sales strategies for different consumer groups, as well as integrating corporate, business, marketing, and sales strategies.The seventh edition of "Sales Management" includes current coverage of the trends and issues in sales management, and equips students with a strong foundation and skills necessary for the 21st century.All-new opening vignettes introduce each chapter; the economical 10 chapter paperback format of the previous edition has been maintained. All the 'Sales Management in the 21st Century' boxes have been revised, and new sales executives have been added to the Sales Executive Panel. To reflect the most recent thought and practice, the chapter on personal selling has been completely revised. All chapters have been revised to include important new topics and new company examples.
To address important and contemporary sales management issues, the section of long case studies has been updated to include two new cases. Role-play exercises for ethical dilemmas and short cases are included at the end of each chapter. An Instructor's Manual with learning objectives, a test bank, PowerPoint presentation materials, and more is available free as a CD or online to instructors who adopt the text.
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Product details

  • Paperback | 480 pages
  • 216 x 278 x 24mm | 938.93g
  • Taylor & Francis Inc
  • M.E. Sharpe
  • Armonk, United States
  • English
  • Revised
  • 7th Revised edition
  • tables, figures, exhibits, cases, bibliographic references, index
  • 0765622599
  • 9780765622594
  • 2,229,858

Table of contents

Preface; 1. Changing World of Sales Management; PART 1. DESCRIBING THE PERSONAL SELLING FUNCTION; 2. Overview of Personal Selling; PART 2. DEFINING THE STRATEGIC ROLE OF THE SALES FUNCTION; 3. Organizational Strategies and the Sales Function; Case 3.1: Pronto Retail Centers; Case 3.2: National Communications Manufacturing; 4. Sales Organization Structure and Salesforce Deployment; Case 4.1: Protek Packaging, Inc.; Case 4.2: Opti-Tax Consulting; Appendix 4. Developing Forecasts; PART 3. DEVELOPING THE SALESFORCE; 5. Acquiring Sales Talent: Recruitment and Selection; Case 5.1: Sweet-Treats, Inc.; Case 5.2: Titan Industries; 6. Continual Development of the Salesforce: Sales Training; Case 6.1: Solutions Software, Inc.; Case 6.2: Compusystems, Inc.; PART 4. DIRECTING THE SALESFORCE; 7. Sales Leadership, Management, and Supervision; Case 7.1: Tasti-Fresh Bakery Products; Case 7.2: Global Enterprise; 8. Motivation and Reward System Management; Case 8.1: Stalwart Industrial Products; Case 8.2: Floor-Shine Cleaning Products; PART 5. DETERMINING SALESFORCE EFFECTIVENESS AND PERFORMANCE; 9. Evaluating the Effectiveness of the Organization; Case 9.1: Beauty Glow Cosmetics Company; Case 9.2: Induplicate Copiers, Inc.; 10. Evaluating the Performance of Salespeople; Case 10.1: Labels Express; Case 10.2: Oakmaster Furniture Inc.; Hospital Supply International: Rx for Increased Sales; Spectrum Brands, Inc.: The Salesforce Dilemma; Modern Plastics; Romano Pitesti; Biomed Co., Ltd.: Designing a New Compensation Plan; Glossary; Notes; Index; About the Author.
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Rating details

13 ratings
4 out of 5 stars
5 38% (5)
4 31% (4)
3 23% (3)
2 8% (1)
1 0% (0)
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