Article1982

Sales Management: Concepts and Cases

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Employee Performance and Motivation Marketing and Advertising Strategies Business and Management Studies

Abstract

PART ONE: SALES MANAGEMENT FUNCTIONS AND STRATEGIES: Introduction to Selling and Sales Management PART TWO: DEVELOPING THE SELLING FUNCTION: Personal Selling: Selling to the CEO Territory Coverage Personal Time Management Management's Role Sales Ethics: Why is Sales Ethics Important PART THREE: SALES GOALS AND STRUCTURE: Estimating Potentials and Forecasting Sales: Using Potentials Data PART FOUR: BUILDING A SALES PROGRAM: Recruiting and Selecting Personnel PART FIVE: LEADING AND MOTIVATING THE SALESFORCE: Leadership: Where is Richard Waxler Leadership Leadership Styles Models Combining Input and Output Controls.

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1996Developing key account management competences 2000The perceived importance of sales managers’ rewards: a career stage perspective 1996Situational risk in organizational buying: A basis for adaptive selling 1998The Use of Communication to Motivate College Sales Teams 2016Extrinsic versus intrinsic approaches to managing a multi-brand salesforce: when and how do they work?2005Should you set up your own sales force or should you outsource it? Pitfalls in the standard analysis 1987Expert Systems: The Integrative Sales Management Tool of the Future 1992Identifying the gaps in ethical perceptions between managers and salespersons: A multidimensional approach

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