"Formerly published by Chicago Business Press, now published by Sage Written in an engaging and student-friendly manner, Sales Force Management provides a blend of cutting-edge research and practical strategies. Authors Gregory A. Rich and Rhett Epler update this classic text by delving into the challenges faced by today's sales managers. With 300 new citations, each chapter includes coverage of AI and new technological innovations, keeping your students up-to-date with the latest developments in the field"--
Sales Force Management by Gregory Rich and Rhett Epler is a comprehensive guide to leading sales teams in today's dynamic business landscape, offering practical insights, strategies, and tools to navigate the challenges of modern sales management effectively. The Second Edition also delves into how technology, such as artificial intelligence, is reshaping sales force operations in the post-pandemic era.
Chapter 1 Introduction to Sales Force Management
The Rising Role of Technology
Sales Force Management
The Nature of Sales Management
Importance and Challenges of Personal Selling and Sales Management
Chapter 2 Strategy
The Marketing System
The Marketing Concept and Marketing Management
Strategic Planning
Strategic Planning At The Company, Marketing, and Sales Force Levels
Strategic Trends
Chapter 3 The Personal Selling Process
Prospecting
Planning the Sale
The Presentation
Meeting Objections
Gaining Commitment (aka the Close)
Chapter 4 Sales Force Organization
Nature of Sales Organizations
Basic Types of Organizations
Specialization Within a Sales Department
Buying Centers and Team Selling
Additional Strategic Organizational Alternatives
Organizing for International Sales
Chapter 5 Recruiting and Hiring Salespeople
Plan the Recruiting and Selection Process
Recruit an Adequate Number of Applicants
Select the Most Qualified Applicants
References and Other Outside Sources
Hire Those People Who Have Been Selected
Assimilate the New Hires Into the Company
Chapter 6 Sales Training
The Value of Sales Training
Establishing Program Objectives and Parameters
Program Design
Chapter 7 Motivating A Sales Force
MotivationWhat Is It?
Theories of Motivation
Career Stages and Motivational Tools for the Plateaued Salesperson
Chapter 8 Sales Force Compensation
Sales Force Compensation and Strategic Planning
Establishing the Level and Method of Compensation
Pretest and Install the Plan
Chapter 9 Sales Force Quotas and Expenses
Sales Quotas Defined
Basis for Setting a Sales Volume Quota
Sales Force Expenses
Methods of Controlling Expenses
Control of Sales Force Transportation
Chapter 10 Leadership of A Sales Force
Leadership Characteristics and Skills
Leadership Styles
Leadership and Strategic Planning: Tools and Techniques
Outcomes of Effective Leadership
Problems Encountered in Leadership
Chapter 11 Forecasting and Budgets
Sales Forecasting and Strategic and Operational Planning
Estimating the Potential for a Market and Sales
Sales Forecasting
Sales Forecasting Methods
Some Guiding Princples for Forecasting
Developing Budgets
Chapter 12 Sales Territories
Nature of Territories
Designing Territories
Using Technology in Territory Design
Assigning and Revising Territories
Territorial CoverageManaging a Salespersons Time
Chapter 13 Sales Volume Analysis
Strategic Relationship Between Planning and Evaluation
Introduction to Sales Force Performance Evaluation
Performance Evaluation and Misdirected Marketing Effort
Basis for Analyzing Sales Volume
Sales Force Automation and Performance Evaluation
Chapter 14 Cost and Profitability Analysis
Nature and Scope of Marketing Cost Analysis
Types of Marketing Cost Analysis
Allocating Direct and Indirect Expenses
The Contribution-Margin vs. Full-Cost Analysis Controversy
Use of Findings From Profitability Analysis
Return on Investment: An Evaluation Tool
Chapter 15 Evaluating A Salespersons Performance
Nature and Importance of Performance Evaluation
Program for Evaluating Performance
Bases of Evaluation
Chapter 16 Ethics and Laws
Business Ethics and Sales Management
The Pressure to Compromise Personal Ethics
Ethical Situations Facing Salespeople and Sales Executives
Establishing an Ethical Climate
Public Regulations and Laws Impacting Sales Managers
Company Index
Subject Index
Glossary
Gregory A. Rich (Ph.D. from Indiana University, 1995) is a Professor of Marketing whose research has focused primarily on how leadership theory impacts the management of salespeople. Greg has published 15 articles in a variety of marketing and organizational behavior journals, including Journal of the Academy of Marketing Science, Personnel Psychology, Journal of Personal Selling and Sales Management, and Journal of Business Research. He is the author of a sales management textbook, co-author of a professional selling textbook, and co-developer of the management simulation game Cantopia. He is on the editorial review board of the Journal of Professional Selling and Sales Management. For over 20 years, Greg has served as a sales coach of students competing at the National Collegiate Sales Competition and other similar events. In 2020, he was named Sales Educator of the Year by the American Marketing Association Selling and Sales Management SIG. Rhett T. Epler (Ph.D. from the University of Wyoming) is an Assistant Professor of Marketing at Old Dominion University. Rhetts research focuses on how salespeople manage challenges and how sales managers can best help salespeople to achieve their highest potential. Rhett also has also published research on how AI is impacting salespeople and sales managers. Rhett has published research in the Journal of Personal Selling and Sales Management, Industrial Marketing Management and several others. Rhett is on the editorial review board for the Journal of Personal Selling and Sales Management and is excited to publish impactful research. Rhett is also involved with his colleges PSE chapter and enjoys helping students to prepare for the professional world.
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