Sales Force Management

Sales Force Management is a comprehensive guide to leading sales teams in today′s dynamic business landscape, offering practical insights, strategies, and tools to navigate the challenges of modern sales management effectively. The Second Edition also delves into how technology, such as artificial intelligence, is reshaping sales force operations in the post-pandemic era.

Table of Contents:
Chapter 1 Introduction to Sales Force Management The Rising Role of Technology Sales Force Management The Nature of Sales Management Importance and Challenges of Personal Selling and Sales Management Chapter 2 Strategy The Marketing System The Marketing Concept and Marketing Management Strategic Planning Strategic Planning At The Company, Marketing, and Sales Force Levels Strategic Trends Chapter 3 The Personal Selling Process Prospecting Planning the Sale The Presentation Meeting Objections Gaining Commitment (aka the Close) Chapter 4 Sales Force Organization Nature of Sales Organizations Basic Types of Organizations Specialization Within a Sales Department Buying Centers and Team Selling Additional Strategic Organizational Alternatives Organizing for International Sales Chapter 5 Recruiting and Hiring Salespeople Plan the Recruiting and Selection Process Recruit an Adequate Number of Applicants Select the Most Qualified Applicants References and Other Outside Sources Hire Those People Who Have Been Selected Assimilate the New Hires Into the Company Chapter 6 Sales Training The Value of Sales Training Establishing Program Objectives and Parameters Program Design Chapter 7 Motivating A Sales Force Motivation—What Is It? Theories of Motivation Career Stages and Motivational Tools for the Plateaued Salesperson Chapter 8 Sales Force Compensation Sales Force Compensation and Strategic Planning Establishing the Level and Method of Compensation Pretest and Install the Plan Chapter 9 Sales Force Quotas and Expenses Sales Quotas Defined Basis for Setting a Sales Volume Quota Sales Force Expenses Methods of Controlling Expenses Control of Sales Force Transportation Chapter 10 Leadership of A Sales Force Leadership Characteristics and Skills Leadership Styles Leadership and Strategic Planning: Tools and Techniques Outcomes of Effective Leadership Problems Encountered in Leadership Chapter 11 Forecasting and Budgets Sales Forecasting and Strategic and Operational Planning Estimating the Potential for a Market and Sales Sales Forecasting Sales Forecasting Methods Some Guiding Princples for Forecasting Developing Budgets Chapter 12 Sales Territories Nature of Territories Designing Territories Using Technology in Territory Design Assigning and Revising Territories Territorial Coverage—Managing a Salesperson’s Time Chapter 13 Sales Volume Analysis Strategic Relationship Between Planning and Evaluation Introduction to Sales Force Performance Evaluation Performance Evaluation and Misdirected Marketing Effort Basis for Analyzing Sales Volume Sales Force Automation and Performance Evaluation Chapter 14 Cost and Profitability Analysis Nature and Scope of Marketing Cost Analysis Types of Marketing Cost Analysis Allocating Direct and Indirect Expenses The Contribution-Margin vs. Full-Cost Analysis Controversy Use of Findings From Profitability Analysis Return on Investment: An Evaluation Tool Chapter 15 Evaluating A Salesperson’s Performance Nature and Importance of Performance Evaluation Program for Evaluating Performance Bases of Evaluation Chapter 16 Ethics and Laws Business Ethics and Sales Management The Pressure to Compromise Personal Ethics Ethical Situations Facing Salespeople and Sales Executives Establishing an Ethical Climate Public Regulations and Laws Impacting Sales Managers Company Index Subject Index Glossary

About the Author :
Gregory A. Rich (Ph.D. from Indiana University, 1995) is a Professor of Marketing whose research has focused primarily on how leadership theory impacts the management of salespeople. Greg has published 15 articles in a variety of marketing and organizational behavior journals, including Journal of the Academy of Marketing Science, Personnel Psychology, Journal of Personal Selling and Sales Management, and Journal of Business Research. He is the author of a sales management textbook, co-author of a professional selling textbook, and co-developer of the management simulation game Cantopia. He is on the editorial review board of the Journal of Professional Selling and Sales Management. For over 20 years, Greg has served as a sales coach of students competing at the National Collegiate Sales Competition and other similar events. In 2020, he was named Sales Educator of the Year by the American Marketing Association Selling and Sales Management SIG. Rhett T. Epler (Ph.D. from the University of Wyoming) is an Assistant Professor of Marketing at Old Dominion University. Rhett’s research focuses on how salespeople manage challenges and how sales managers can best help salespeople to achieve their highest potential. Rhett also has also published research on how AI is impacting salespeople and sales managers. Rhett has published research in the Journal of Personal Selling and Sales Management, Industrial Marketing Management and several others. Rhett is on the editorial review board for the Journal of Personal Selling and Sales Management and is excited to publish impactful research. Rhett is also involved with his college’s PSE chapter and enjoys helping students to prepare for the professional world.