TQM for sales and marketing management

Abstract

With quality management practices firmly embedded in their manufacturing operations, cutting-edge companies are looking to get the total job done, across all departments, including sales and marketing. Authored by a leading member of IBM Rochester's 1991 Baldrige-winning quality effort, this nontechnical guide presents all the issues, answers, and concrete working examples needed to apply TQM to any firm's sales and marketing process. This work shows marketing and sales pros how to jump start their drive toward a quality-oriented, market-driven sales environment. It crisply explains how Deming's tenets and the Baldrige's criteria for continuous improvement apply to the entire sales and marketing process, and defines strategic considerations for building a sales culture receptive to TQM. Throughout, its strong focus on justifying costs, exploiting new information technology, and fostering participative management, employee empowerment, teams, and self-direction shows readers how to manage their sales personnel in today's quality world.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 31 citations exist upstream.