376 Pages 50 Color Illustrations
    by Routledge

    376 Pages 50 Color Illustrations
    by Routledge

    This 11th edition of Sales Management continues the tradition of blending the most recent sales management research with the real-life "best practices" of leading sales organizations and sales professionals.

    Reflecting today’s emphasis on analytics and customer experience (CX), this edition focuses on the importance of employing different data-based selling strategies for different customer groups, as well as integrating corporate, business, marketing, and sales-level strategies and plans. Sales Management includes coverage of the current trends and issues in sales management, along with real-world examples from the contemporary business world that are used throughout the text to illuminate chapter discussions.

    The new 11th edition includes:

    • Emphasis on data-driven decision making, ethics, the use of artificial intelligence, the customer experience, leadership, sales enablement technology, and new communication technologies;

    • Updated end-of-chapter cases with application questions, along with skill-building experiential exercises with discovery investigations and focused role plays, which place students in the role of sales manager;

    • Updated ethical dilemmas for students to practice ethical decision making;

    • Revised ‘Sales Management in Action’ boxes;

    • Multiple vignettes embedded in each chapter featuring sales management professionals and well-known companies discussing key topics from that chapter.

    This text is core reading for postgraduate, MBA, and executive education students studying sales management. An updated online instructor’s manual with solutions to cases and exercises, a revised test bank, and updated PowerPoints is available to adopters.

    1. Changing World of Sales Management Part I: Describing the Personal Selling Function 2. Overview of Personal Selling Part II: Defining the Strategic Role of the Sales Function 3. Organizational Strategies and the Sales Function 4. Sales Organization Structure, Salesforce Deployment, and Forecasting Appendix: Devloping Forecasts Part III: Developing the Salesforce 5. Acquiring Sales Talent: Recruitment and Selection 6. Continual Development of the Salesforce: Sales Training Part IV: Directing the Salesforce 7. Sales Leadership, Management, and Supervision 8. Motivation and Reward System Management Part V: Determining Salesforce Effectiveness and Performance 9. Evaluating the Effectiveness of the Organization 10. Evaluating the Performance of Salespeople


    Thomas N. Ingram is a Department Chair Emeritus and Professor of Marketing Emeritus at Colorado State University, USA.

    Raymond W. LaForge is the Brown-Forman Professor of Marketing Emeritus at University of Louisville, USA.

    Ramon A. Avila is the George and Frances Ball Distinguished Professor of Marketing Emeritus and the founding director of the Center for Professional Selling at Ball State University, USA.

    Charles H. Schwepker, Jr. is the Randall and Kelly Harbert Distinguished Marketing Professor at University of Central Missouri, USA.

    Michael R. Williams is the American Floral Services Chair in Marketing and Professor of Marketing at Oklahoma City University, USA, and Professor of Marketing Emeritus at Illinois State University, USA.