This 14th edition of Sales Force Management continues to build on the books reputation as a contemporary classic, fully updated for modern sales management teaching, research, and practice. It is an invaluable resource for students of sales management.
This 14th edition of Sales Force Management continues to build on the books reputation as a contemporary classic, fully updated for modern sales management teaching, research, and practice.
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. The authors have strengthened the focus on the use of technology in sales management including the use of AI in predictive sales analytics, updated the content to reflect the enduring impact of the Covid-19 pandemic, and revised the case studies and features throughout. Pedagogical features include the following:
- All-new "Thought Bubblers" posing international challenges regularly encountered by sales managers to develop students cultural intelligence and ability to handle cross-cultural interactions with ease.
- Engaging breakout questions designed to spark lively discussion.
- Leadership Challenge assignments at the end of every chapter to help students understand and apply the principles they have learned in the classroom.
- Minicases updated to reflect contemporary B2B industry settings that todays graduating sales students will find themselves in, such as technology sales roles.
- 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.
This fully updated new edition is an invaluable resource for students of sales management at both undergraduate and postgraduate levels. Online supplementary resources include an Instructors Manual and PowerPoint lecture slides.
1. Introduction to Sales Management and Leadership Strategy 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.
Jessica L. Ogilvie is the Edward A. Brennan Chair in Marketing and Executive Director of the Center for Professional Selling at Marquette University in Wisconsin, USA.
