FREE SHIPPING BOTH WAYS
ON EVERY ORDER!
LIST PRICE:
$173.25

OUR PRICE:
$10.24

You may extend rentals at any time.


Churchill/Ford/Walker's Sales Force Management

ISBN: 9780072961836 | 007296183X
Edition: 8th
Format: Hardcover
Publisher: McGraw-Hill/Irwin
Pub. Date: 5/2/2005

Why Rent from Knetbooks?

Because Knetbooks knows college students. Our rental program is designed to save you time and money. Whether you need a textbook for a semester, quarter or even a summer session, we have an option for you. Simply select a rental period, enter your information and your book will be on its way!

Top 5 reasons to order all your textbooks from Knetbooks:

  • We have the lowest prices on thousands of popular textbooks
  • Free shipping both ways on ALL orders
  • Most orders ship within 48 hours
  • Need your book longer than expected? Extending your rental is simple
  • Our customer support team is always here to help
SummaryTable of Contents
The primary goal of Sales Force Management, 8e is to offer students the most comprehensive, up-to-date, and integrated overview of the theory, research, and management practices relevant to sales management. In revising the book we continue to focus on creating a book that enables students to take the wealth of information available and apply it to " real world" sales management problems and opportunities. The Eighth Edition, like the others before it, showcases how real managers use current theory and research in their own organizations. By id... MORE
Introduction to Sales Management in the Twenty-First Century
1(29)
In the Twenty-First Century, Small Business Is Where the Business Is
1(2)
... MORELearning Objectives
3(1)
Sales Management in the Twenty-First Century
3(7)
Innovation Fuels Success in Selling Today
4(1)
Sales Effectiveness Is Enhanced through Technology
5(1)
Leadership Is a Key Component in Sales Management Success
6(1)
Sales Management Is a Global Endeavor
7(3)
Ethics Underlies All Selling and Sales Management Activities
10(1)
What Is Involved In Sales Management
10(2)
Selling Process
10(1)
Sales Management Process
11(1)
Environmental Factors Impact Success in Selling
12(1)
External Environment
13(7)
Economic Environment
14(1)
Legal and Political Environment
15(1)
Technological Environment
16(1)
Social and Cultural Environment: Ethics
17(2)
Natural Environment
19(1)
Summary: Impact of the External Environment
20(1)
Internal (Organizational) Environment
20(3)
Goals, Objectives, and Culture
21(1)
Personnel
22(1)
Financial Resources
22(1)
Production and Supply Chain Capabilities
22(1)
Service Capabilities
22(1)
Research and Development and Technological Capabilities
23(1)
Impact of the Environment: The HP Experience
23(1)
Summary
24(6)
PART ONE FORMULATION OF A SALES PROGRAM
30(164)
The Process of Selling and Buying
32(38)
Big Blue Gets Closer to Its Customers
32(1)
Learning Objectives
33(1)
Drivers of Change in Selling and Sales Management
34(3)
What Today's Customers Expect
35(1)
How Sellers Are Responding
36(1)
Overview of Selling as a Career
37(11)
Why Sales Jobs Are So Rewarding
38(6)
Key Success Factors in Selling
44(4)
Selling Activities
48(3)
Types of Selling Jobs
51(1)
Selling in Business-to-Consumer versus Business-to-Business Markets
51(1)
Classifying Types of B2B Sales Jobs
52(1)
Stages in the Selling Process
52(5)
Prospecting for Customers
53(1)
Opening the Relationship
54(1)
Qualifying the Prospect
55(1)
Presenting the Sales Message
55(1)
Closing the Sale
56(1)
Servicing the Account
56(1)
Participants in the Organizational Buying Process---The Buying Center
57(3)
Selling Centers and Buying Centers
59(1)
Organizational Buying Decision Stages
60(3)
Stage One: Anticipation or Recognition of a Problem or Need
60(1)
Stage Two: Determination and Description of the Characteristics and Quantity of the Needed Item(s)
61(1)
Stage Three: Search for and Qualification of Potential Suppliers
61(1)
Stage Four: Acquisition of Proposals or Bids
62(1)
Stage Five: Evaluation of Offerings and Selection of Suppliers
62(1)
Stage Six: Selection of an Order Routine
62(1)
Stage Seven: Performance Evaluation and Feedback
63(1)
The Nature of Organizational Buying Situations
63(1)
Summary
64(6)
Linking Strategies and the Sales Role in the Era of Customer Relationship Management
70(36)
Samsung Integrates Sales and Marketing with CRM
70(2)
Learning Objectives
72(1)
What Is Customer Relationship Management?
73(7)
From Mass Marketing to One-to-One Marketing
74(4)
Toward a Relationship-Based Enterprise
78(2)
The Importance of Market Orientation
80(2)
How Market Orientation Affects Performance
80(1)
Internal Partnering to Create a Market Orientation
81(1)
The Process of Strategy Development
82(4)
Company Mission and Goals
82(1)
SBU Strategy
83(3)
Personal Selling's Role in Marketing Strategy
86(4)
Role of the Relationship
87(3)
Personal Selling in the Relationship Era
90(7)
Stage One: Exploration
90(1)
Stage Two: Expansion
91(1)
Stage Three: Commitment
92(1)
The Role of Personal Selling in the Marketing Communication Mix
93(1)
Company Resources, Goals, and Marketing Strategy
94(1)
Characteristics of the Target Market
95(1)
Product Characteristics
95(1)
Distribution Practices
96(1)
Pricing Policies
96(1)
Computerized Ordering and Customer Alliances
97(1)
Improving Customer Satisfaction and Loyalty through Feedback
97(3)
Major Account Teams
98(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)
Notes455(16)
Case Index471(1)
Name Index472(6)
Subject Index478

Related Products


  • Outlines and Highlights for Churchill/ Ford Sales Force Management by Mark W Johnston, Isbn : 9780073529875
    Outlines and Highlights for Ch...
  • Outlines and Highlights for Sales Force Management by Johnston and Marshall, Isbn : 9780072961836
    Outlines and Highlights for Sa...
  • Outlines and Highlights for Sales Force Management by Mark W Johnston, Isbn : 0073404853
    Outlines and Highlights for Sa...
  • Sales Force Management
    Sales Force Management
  • Sales Force Management
    Sales Force Management


Please wait while this item is added to your cart...