200 pages | 25 B/W Illus.
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
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 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
Linking Solutions to Needs: The Presentation
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
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
Other Factors to Consider
Understand the Sales Cycle
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