Advanced Sales Management Handbook and Cases : Analytical, Applied, and Relevant book cover
1st Edition

Advanced Sales Management Handbook and Cases
Analytical, Applied, and Relevant

ISBN 9780415886529
Published August 9, 2011 by Routledge
216 Pages 25 B/W Illustrations

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Book Description

Advanced Sales Management Handbook and Cases: Analytical, Applied, and Relevant will fill the need in the market for a solid case work, role play, and activity book. It has been written by sales teaching professionals and sales executives. The life experiences of professionals with varied experiences will provide students with a solid foundation for learning. This will give college professors from around the world a better opportunity to ensure quality of learning. The book is intended to be supplemental to any other sales management text on the market, but could be used alone in an advanced sales management or marketing analytics course in which the students already have the base theoretical knowledge.

The various cases, role plays, and experiential exercises in this book will follow the same topical structure of other sales management texts so that any sales management instructor can readily adopt this supplemental book. For many of the cases, actual data has been given so that students are required to use and understand analytical software.

Table of Contents

Table of Contents

Chapter 1: Introduction to Sales Management

What is Sales Management and how does it relate to Other Aspects of Marketing?

The Complexities of Sales Management Today

Sales Management Trends

Changing Corporate Cultures

Changing Customers

Changing Needs of Sales Managers

Aspects of Effective Sales Management

Case 1.1: The Low Price Gets the Job!

Case 1.2: The Growth of the CPO

Case 1.3: High Turnover in High Fashion

Chapter 2: Review of Professional Selling

Types of Selling: Moving Towards Selling Models of Today

The Sales Process

Prospecting and Qualifying

Research and Planning


Needs Discovery

Linking Solutions to Needs: The Presentation

Handling Concerns

Establishing Commitment

Adding Value and Follow-Up

Concluding Remarks on the Sales Process

Case 2.1: Trip Report for Prince Corporation - November 13-16

Case 2.2 – SolNow Sales Training Results – What’s a sales manager to do?

Case 2.3: Avalon Personal Care Sales Call Role Play

Chapter 3: Changing Buyer Needs and the Effect on Sales Management

Customer Needs for Greater Salesperson Knowledge

Customer Needs for Better Communication

Customer Needs for Customer Focused Products

Case 3.1: Smith & Alvarez – Selling in an industry with diverse and demanding buyers

Case 3.2 Parker Pottery and Challenges with Reverse Logistics

Case 3.3: Staying Out of the Distribution Trap

Chapter 4: Ethical and Legal Issues in Sales Management

Development of Moral Reasoning

Creating and Ethical Climate

Case 4.1: Sexual Harassment in the Pharmaceutical Industry

Case 4.2: Troubles with Alcoholism

Case 4.3: Ethical Behavior at Limited Supply, Inc.

Chapter 5: Sales Force Technology

An Initial Perspective on Sales Technology: What is it?

The Business Challenge: Why Invest in Sales Technology?

Reasons to encourage the use of SFA

Sales force automation failures

Assigned Responsibilities for SFA Vary.

The Importance of Communicating the Value of SFA to Sales.

SFA Effectiveness Can Be Hampered by Technology Itself.

SFA Training is lacking.

Organizational Goals for SFA Differ

Emerging Sales technologies – looking forward towards greater productivity

Case 5.1: Nationwide - Delivering an On Your Side® Experience

Case 5.2 Alexander Technical Resources

Chapter 6: Sales Strategy, Organizational Integration, and Sales Processes

The Components and Benefits of Strategy Planning

Strategic Organizational Integration

Formal Sales Processes

Steps to Create Sales Processes

Case 6.1: Halloway Corporation and the reactive manager

Case 6.2: Successful Staffing, LLC: Working with an underperforming salesperson

Case 6.3: Sales Processes at Bruno Builders

Chapter 7: Sales Forecasting, Quota Setting, and Budgeting

Qualitative Forecasting Techniques

Quantitative Forecasting Methods

Setting Quotas

Step 1: Establish parameters for developing quotas

Step 2: Add a growth expectation

Step 3: Adapt the quotas to each sales rep

Step 4: Get buy-in from the sales team

Step 5: Adapt quotas to market realities

Establishing Sales Budgets

Case 7.1: Forecasting at Snake River Industrial

Case 7.2: Fun Spirit, LLC – Forecasting and Budgeting

Case 7.3: Setting Quotas at Havannah Polymer Solutions


Chapter 8: Territory Design and Customer Organization

Organizing Customers and Markets

Single Factor Models

Portfolio Models

Decision Models

Other Factors to Consider

Understand the Sales Cycle

Workload Analysis

Designing Territories

Signs Indicating the Need for Territorial Revisions

Outsourcing the Sales Force

Case 8.1A: What is the most effective sales structure for future growth?

Case 8.1B: Is under-performance because the territory can’t give up the number or the rep is a poor talent?

Case 8.2: Bill’s Restaurant Supply

Case 8.3: Play at Home – Restructuring Customer Strategies

Case 8.4: Allegheny Steel and James Douglas Industries

Chapter 9: Recruitment, Selection, and Continual Improvement of the Workforce

Challenges of Hiring Today

The Costs of a Bad Hire

Strategic Recruitment and Selection

Continual Improvement through Training and Development

Unfortunate Facts about Current Training

Steps of Good Training

Continual Accounting and Evaluation of Training

Case 9.1: Down Home Molding, LLC

Case 9.2: Pre-hire sales representative testing at Tremlon Tool

Case 9.3: Training and Employee Development

Chapter 10: Sales Leadership, Motivation, and Compensation


Motivation and Compensation

Types of Rewards

Does money motivate people?

How to set up a compensation plan

Current Trends in Compensation

Case 10.1: Leadership and Compensation at National Finance Masters

Case 10.2: Leadership Issues at MedPlus

Case 10.3: Communications Specialists

Chapter 11: Comprehensive Cases

Case 11.1: MedEx Medical Services

Case 11.2: Mary’s Beauty in an Emerging Market

Case 11.3: People Connections, LLC

Case 11.4: Eagle Home products

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Dr. Linda M. Orr is an Assistant Professor of Marketing and the Director of the Fisher Institute for Professional Selling at the University of Akron. She is a co-editor of two books, "Direct Marketing in Action: Cutting Edge Strategies for Finding and Keeping your Best Customers," Finalist for the American Marketing Association’s Berry Book Prize for the Best Book in Marketing, and "Marketing in the 21st Century: Volume 3: Company and Customer Relations."