In this 13th edition of Sales Force Management, Mark Johnston and Greg Marshall continue to build on the books reputation as a contemporary classic, fully updated for modern sales management teaching, research, and practice. The authors have strengthened the focus on the use of technology in sales management, offered new discussions on innovative sales practices, and further highlighted sales and marketing integration.
By identifying recent trends and applications, Sales Force Management combines real-world sales management best practices with cutting-edge theory and empirical research in a single, authoritative source. Pedagogical features include:
Engaging breakout questions designed to spark lively discussion
Leadership Challenge assignments and Minicases at the end of every chapter are to help students understand and apply the principles they have learned in the classroom
Leadership, Innovation, and Technology boxes that simulate real-world challenges faced by salespeople and their managers
Ethical Moment boxes in each chapter put students on the firing line of making ethical choices in sales
Role-Play exercises at the end of each chapter, designed to enable students to learn by doing
A comprehensive selection of updated and revised longer sales management case studies, in the book and on the companion website.
This fully updated new edition offers a thorough and integrated overview of accumulated theory and research relevant to sales management, translated clearly into practical applications a hallmark of Sales Force Management over the years. It is an invaluable resource for students of sales management at both undergraduate and postgraduate levels.
The companion website features an instructors manual, PowerPoints, case studies, and other tools to provide additional support for students and instructors.
1. Introduction to Sales Management in the Twenty-First Century
Part 1: Formulation of a Sales Program
2. The Process of Selling and Buying
3. Linking Strategies and the Sales Role in the Era of CRM and Data
Analytics
4. Organizing the Sales Effort
5. The Strategic Role of Information in Sales Management
Part 2: Implementation of the Sales Program
6. Salesperson Performance: Behavior, Role Perceptions, and Satisfaction
7. Salesperson Performance: Motivating the Sales Force
8. Personal Characteristics and Sales Aptitude: Criteria for Selecting
Salespeople
9. Sales Force Recruitment and Selection
10. Sales Training: Objectives, Techniques, and Evaluation
11. Salesperson Compensation and Incentives
Part 3: Evaluation and Control of the Sales Program
12. Cost Analysis
13. Evaluating Salesperson Performance
Mark W. Johnston is the Alan and Sandra Gerry Professor of Marketing and Ethics at Rollins College in Florida, USA, and is a consultant for firms in the personal health care, chemical, transportation, service, and telecommunications industries.
Greg W. Marshall is the Charles Harwood Professor of Marketing and Strategy at Rollins College in Florida, USA, and is a Professor of Marketing and Sales at the Aston Business School in Birmingham, UK.
