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Churchill/Ford/Walker's Sales Force Management

by: Johnston, Mark W.

Churchill/Ford/Walker's Sales Force Management

by: Johnston, Mark W.

ISBN 13:
9780072961836
ISBN 10:
007296183X
Edition: 8th
Format: Hardcover
Copyright: 05/02/2005
Publisher: McGraw-Hill/Irwin
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Summary

This research/theory-based title blends the theoretical foundations of sales management with current industry examples and applications. It has been revised to feature a tighter focus on technology, leadership, and innovation, with updated coverage of CRM, sales management information systems, and database selling.

Introduction to Sales Management in the Twenty-First Century

(29)

In the Twenty-First Century, Small Business Is Where the Business Is

(2)

Learning Objectives

(1)

Sales Management in the Twenty-First Century

(7)

Innovation Fuels Success in Selling Today

(1)

Sales Effectiveness Is Enhanced through Technology

(1)

Leadership Is a Key Component in Sales Management Success

(1)

Sales Management Is a Global Endeavor

(3)

Ethics Underlies All Selling and Sales Management Activities

(1)

What Is Involved In Sales Management

(2)

Selling Process

(1)

Sales Management Process

(1)

Environmental Factors Impact Success in Selling

(1)

External Environment

(7)

Economic Environment

(1)

Legal and Political Environment

(1)

Technological Environment

(1)

Social and Cultural Environment: Ethics

(2)

Natural Environment

(1)

Summary: Impact of the External Environment

(1)

Internal (Organizational) Environment

(3)

Goals, Objectives, and Culture

(1)

Personnel

(1)

Financial Resources

(1)

Production and Supply Chain Capabilities

(1)

Service Capabilities

(1)

Research and Development and Technological Capabilities

(1)

Impact of the Environment: The HP Experience

(1)

Summary

(6)

PART ONE FORMULATION OF A SALES PROGRAM

(164)

The Process of Selling and Buying

(38)

Big Blue Gets Closer to Its Customers

(1)

Learning Objectives

(1)

Drivers of Change in Selling and Sales Management

(3)

What Today's Customers Expect

(1)

How Sellers Are Responding

(1)

Overview of Selling as a Career

(11)

Why Sales Jobs Are So Rewarding

(6)

Key Success Factors in Selling

(4)

Selling Activities

(3)

Types of Selling Jobs

(1)

Selling in Business-to-Consumer versus Business-to-Business Markets

(1)

Classifying Types of B2B Sales Jobs

(1)

Stages in the Selling Process

(5)

Prospecting for Customers

(1)

Opening the Relationship

(1)

Qualifying the Prospect

(1)

Presenting the Sales Message

(1)

Closing the Sale

(1)

Servicing the Account

(1)

Participants in the Organizational Buying Process---The Buying Center

(3)

Selling Centers and Buying Centers

(1)

Organizational Buying Decision Stages

(3)

Stage One: Anticipation or Recognition of a Problem or Need

(1)

Stage Two: Determination and Description of the Characteristics and Quantity of the Needed Item(s)

(1)

Stage Three: Search for and Qualification of Potential Suppliers

(1)

Stage Four: Acquisition of Proposals or Bids

(1)

Stage Five: Evaluation of Offerings and Selection of Suppliers

(1)

Stage Six: Selection of an Order Routine

(1)

Stage Seven: Performance Evaluation and Feedback

(1)

The Nature of Organizational Buying Situations

(1)

Summary

(6)

Linking Strategies and the Sales Role in the Era of Customer Relationship Management

(36)

Samsung Integrates Sales and Marketing with CRM

(2)

Learning Objectives

(1)

What Is Customer Relationship Management?

(7)

From Mass Marketing to One-to-One Marketing

(4)

Toward a Relationship-Based Enterprise

(2)

The Importance of Market Orientation

(2)

How Market Orientation Affects Performance

(1)

Internal Partnering to Create a Market Orientation

(1)

The Process of Strategy Development

(4)

Company Mission and Goals

(1)

SBU Strategy

(3)

Personal Selling's Role in Marketing Strategy

(4)

Role of the Relationship

(3)

Personal Selling in the Relationship Era

(7)

Stage One: Exploration

(1)

Stage Two: Expansion

(1)

Stage Three: Commitment

(1)

The Role of Personal Selling in the Marketing Communication Mix

(1)

Company Resources, Goals, and Marketing Strategy

(1)

Characteristics of the Target Market

(1)

Product Characteristics

(1)

Distribution Practices

(1)

Pricing Policies

(1)

Computerized Ordering and Customer Alliances

(1)

Improving Customer Satisfaction and Loyalty through Feedback

(3)

Major Account Teams

(2)

Summary

100

(6)

Organizing the Sales Effort

106

(31)

Abby Kohnstamm Leads Selling and Marketing Renewal at IBM

106

(2)

Learning Objectives

108

(1)

The Increasing Importance of Sales Organization Decisions

108

(1)

Purposes of Sales Organization

109

(1)

Division and Specialization of Labor

109

(1)

Stability and Continuity of Organizational Performance

110

(1)

Coordination and Integration

110

(1)

Horizontal Structure of the Sales Force

110

(10)

Deciding on a Company Sales Force or Independent Agents

111

(4)

Geographic Organization

115

(1)

Product Organization

116

(2)

Organization by Customer Types or Markets

118

(1)

Organization by Selling Function

119

(1)

The Role of Telemarketing

119

(1)

Organizing to Service National and Key Accounts

120

(6)

Team Selling

123

(2)

Multilevel Selling

125

(1)

Co-Marketing Alliances

125

(1)

Logistical Alliances and Computerized Ordering

125

(1)

Vertical Structure of the Sales Organization

126

(3)

Selling Responsibilities

127

(1)

Sales-Related Functions

127

(1)

The Impact of New Technologies

128

(1)

Staff Support and Outsourcing

128

(1)

Start-up of a New Sales Force

129

(1)

Some Additional Questions

130

(1)

Summary

130

(7)

The Strategic Role of Information in Sales Management

137

(57)

Ocean Spray Cranberries Forecasts in Complex Marketplace

137

(2)

Learning Objectives

139

(1)

Using Information in Managerial Decision Making and Planning

140

(1)

Introduction to Market Opportunity Analysis

141

(1)

Methods of Sales Forecasting

142

(7)

Subjective Methods of Forecasting

143

(2)

Objective Methods of Forecasting

145

(4)

Choosing a Forecasting Method

149

(1)

Developing Territory Estimates

149

(2)

Purposes and Characteristics of Sales Quotas

151

(1)

Purposes of Quotas

151

(1)

Characteristics of a Good Quota

151

(1)

Setting Quotas

152

(3)

Types of Quotas

152

(1)

Quota Level

153

(2)

Determining Sales Force Size

155

(4)

Breakdown Method

155

(1)

Workload Method

156

(2)

Incremental Method

158

(1)

Designing Sales Territories

159

(7)

Stages in Sales Territory Design

159

(7)

Sales Analysis for Managerial Decision Making

166

(12)

Type of Evaluation System

167

(1)

Sources of Information for Sales Analysis

168

(1)

Type of Aggregation of Information to Be Used in Sales Analysis

169

(3)

Illustration of a Hierarchical Sales Analysis

172

(6)

Summary

178

(7)

Comprehensive Cases for Part One

185

(1)

Case 1.1 The Valley Winery

186

(5)

Case 1.2 Health Care Office Solutions, Inc.

191

(3)

PART TWO IMPLEMENTATION OF THE SALES PROGRAM

194

(184)

Salesperson Performance: Behavior, Role Perceptions, and Satisfaction

196

(28)

Too Much Managing, Too Little Sales Performance

196

(1)

Learning Objectives

197

(1)

Understanding Salesperson Performance---Why Is It Important for Sales Management?

198

(1)

The Model

199

(6)

The Role Perceptions Component

199

(1)

The Aptitude Component

200

(1)

The Skill-Level Component

200

(1)

The Motivation Component

201

(1)

The Personal, Organizational, and Environmental Variables Component

202

(3)

Rewards

205

(1)

Satisfaction

205

(1)

The Salesperson's Role Perceptions

206

(1)

Stages in Developing the Salesperson's Role

207

(1)

Stage 1: Role Partners Communicate Expectations

207

(1)

Stage 2: Salespeople Develop Perceptions

207

(1)

Stage 3: Salespeople Convert Perceptions into Behaviors

208

(1)

The Salesperson's Role is Vulnerable

208

(3)

Boundary Position

208

(1)

Large Role Set

209

(1)

Innovative Role

210

(1)

Role Conflict and Ambiguity

211

(5)

Common Expectations and Key Areas of Conflict and Ambiguity

211

(1)

Consequences of Conflict and Ambiguity

212

(3)

Managing Conflict and Ambiguity in a Salesperson

215

(1)

Role Accuracy

216

(2)

Nature of Role Accuracy

216

(2)

Summary

218

(6)

Salesperson Performance: Motivating the Sales Force

224

(28)

Motivation---It's All in Your Head

224

(1)

Learning Objectives

225

(1)

The Psychological Process of Motivation

225

(7)

Major Components of the Model

226

(1)

Expectancies--Perceived Links between Effort and Performance

226

(3)

Instrumentalities--Perceived Links between Performance and Rewards

229

(2)

Valences for Rewards

231

(1)

Can the Motivation Model Predict Salesperson Effort and Performance?

232

(1)

The Impact of a Salesperson's Personal Characteristics on Motivation

233

(4)

Satisfaction

233

(1)

Demographic Characteristics

234

(1)

Job Experience

235

(1)

Psychological Traits

235

(1)

Performance Attributions

236

(1)

Management Implications

237

(1)

Career Stages and Salesperson Motivation

237

(6)

Career Stages

239

(2)

The Problem of the Plateaued Salesperson

241

(2)

The Impact of Environmental Conditions on Motivation

243

(1)

The Impact of Organizational Variables on Motivation

244

(3)

Supervisory Variables and Leadership

245

(1)

Incentive and Compensation Policies

246

(1)

Summary

247

(5)

Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople

252

(24)

Customer Perceptions Are Critical to Sales Success in the Pharmaceutical Industry

252

(1)

Learning Objectives

253

(1)

Are Good Salespeople Born or Made? The Determinants of Successful Sales Performance

253

(3)

A Review of Past Research

254

(2)

The Costs of Inappropriate Selection Standards

256

(1)

Characteristics of Successful Salespeople

256

(12)

Characteristics Sales Managers Look For

256

(2)

Research Concerning the Personal Characteristics of Successful Salespeople

258

(1)

Overview of Findings

258

(10)

Job-Specific Determinants of Good Sales Performance

268

(1)

Selling Different Types of Products and Services

268

(1)

Different Types of Sales Jobs

268

(1)

Implications for Sales Management

269

(1)

Summary

269

(7)

Sales Force Recruitment and Selection

276

(27)

The Recruiting Challenge

276

(1)

Learning Objectives

277

(1)

Recruitment and Selection Issues

277

(1)

Who Is Responsible for Recruiting and Selecting Salespeople?

278

(2)

Job Analysis and Determination of Selection Criteria

280

(4)

Who Conducts the Analysis and Prepares the Description?

281

(1)

Content of the Job Description

281

(2)

Determining Job Qualifications and Selection Criteria

283

(1)

Methods for Deciding on Selection Criteria

283

(1)

Recruiting Applicants

284

(6)

External Sources

288

(2)

Selection Procedures

290

(6)

Application Blanks

291

(1)

Personal Interviews

291

(2)

Physical Examinations

293

(1)

Tests

294

(1)

Concerns about the Use of Tests

295

(1)

Guidelines for the Appropriate Use of Tests

295

(1)

Equal Employment Opportunity Requirements in Selecting Salespeople

296

(2)

Requirements for Tests

297

(1)

Requirements for Interviews and Application Blanks

298

(1)

Summary

298

(5)

Sales Training: Objectives, Techniques, and Evaluation

303

(30)

Training at the Speed of Light---Lucent Technologies

303

(1)

Learning Objectives

304

(1)

Issues in Sales Training

304

(1)

Objectives of Sales Training

305

(3)

Increase Productivity

306

(1)

Improve Morale

306

(1)

Lower Turnover

306

(1)

Improve Customer Relations

306

(1)

Improve Selling Skills

307

(1)

The Development of Sales Training Programs

308

(4)

Creating Credibility in Sales Training

308

(4)

Training New Sales Recruits

312

(2)

Training Experienced Sales Personnel

314

(1)

Sales Training Topics

314

(5)

Product Knowledge

315

(1)

Market/Industry Orientation

315

(1)

Company Orientation

316

(1)

Time and Territory Management

316

(1)

Legal/Ethical Issues

316

(1)

Technology

317

(1)

Specialized Training Topics

318

(1)

Sales Training Methods

319

(4)

On-the-Job Training

321

(1)

Classroom Training

322

(1)

Electronic Training Methods

322

(1)

Measuring the Costs and Benefits of Sales Training

323

(5)

Sales Training Costs

323

(2)

Measurement Criteria

325

(1)

Measuring Broad Benefits

325

(1)

Measuring Specific Benefits

326

(1)

Recent Trends in Sales Training Evaluation

327

(1)

Summary

328

(5)

Salesperson Compensation and Incentives

333

(45)

What Motivates Today's Relationship Salesperson?

333

(1)

Learning Objectives

334

(1)

Overview of Compensation and Incentives

335

(2)

Straight Salary, Straight Commission, and Combination Plans

337

(5)

Straight Salary

337

(2)

Straight Commission

339

(1)

Combination Plans

340

(2)

Sales Contests

342

(4)

Contest Objectives

343

(1)

Contest Themes

343

(1)

Probability of Winning

343

(1)

Types of Contest Rewards

344

(1)

Contest Promotion and Follow-through

345

(1)

Criticism of Sales Contests

345

(1)

Nonfinancial Rewards

346

(1)

Recognition Programs

346

(1)

Expense Accounts

347

(2)

Direct Reimbursement Plans

348

(1)

Limited Reimbursement Plans

349

(1)

No Reimbursement Plans

349

(1)

Making Compensation and Incentive Programs Work

349

(5)

Assessing the Relationship Selling Objectives

351

(2)

Determining Which Aspects of Job Performance to Reward

353

(1)

Deciding on the Most Appropriate Mix and Level of Compensation

354

(3)

Dangers of Paying Salespeople Too Much

355

(1)

Dangers of Paying Salespeople Too Little

356

(1)

Summary

357

(6)

Comprehensive Cases for Part Two

363

(1)

Case 2.1 California Credit Life Insurance Group

364

(8)

Case 2.2 On-Time Package Delivery

372

(6)

PART THREE EVALUATION AND CONTROL OF THE SALES PROGRAM

378

(77)

Cost Analysis

380

(30)

Cost Analysis and Customer Satisfaction Go Hand in Hand

380

(1)

Learning Objectives

381

(1)

Cost Analysis Development

382

(6)

Full Cost versus Contribution Margin

383

(3)

ABC Accounting

386

(2)

Procedure

388

(4)

The Process Illustrated

392

(10)

Direct Selling

395

(1)

Advertising

396

(1)

Warehousing and Shipping

397

(1)

Order Processing

397

(1)

Transportation

397

(2)

Prospects and Problems

399

(1)

Return of Assets Managed

399

(3)

Summary

402

(8)

Evaluating Salesperson Performance

410

(45)

General Electric's Best-to-Worst Employee Ranking System

410

(1)

Learning Objectives

411

(1)

Performance versus Effectiveness

412

(2)

Objective Measures

414

(6)

Output Measures

415

(1)

Input Measures

415

(2)

Ratio Measures

417

(2)

Summary of Objective Measures

419

(1)

Subjective Measures

420

(9)

Forms Used for Subjective Measurement

421

(5)

Avoiding Errors in Performance Evaluation

426

(2)

Using a Bars System

428

(1)

360-Degree Feedback in Performance Evaluation

429

(2)

Summary

431

(6)

Comprehensive Cases for Part Three

437

(1)

Case 3.1 Wentworth Industrial Cleaning Supplies

438

(12)

Case 3.2 Hanover-Bates Chemical Corporation

450

(5)

Notes

455

(16)

Case Index

471

(1)

Name Index

472

(6)

Subject Index

478

Amazon no longer offers textbook rentals. We do!

Churchill/Ford/Walker's Sales Force Management

Churchill/Ford/Walker's Sales Force Management

9780072961836

007296183X

Summary

Table of Contents

Supplemental Materials

Write a Review

Amazon no longer offers textbook rentals. We do!

Churchill/Ford/Walker's Sales Force Management

Churchill/Ford/Walker's Sales Force Management

9780072961836

007296183X

Summary

Table of Contents

Supplemental Materials

Write a Review

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