The Oxford Handbook of Strategic Sales and Sales Management

The Oxford Handbook of Strategic Sales and Sales Management

by Kenneth Le Meunier-FitzHugh, David W. Craven, Nigel F. Piercy
     
 

The Oxford Handbook of Strategic Sales and Sales Management is an unrivalled overview by leading academics in the field of sales and marketing management. Sales theory is experiencing a renaissance driven by a number of factors, including building profitable relationships, creating/delivering brand value, strategic customer management, sales and marketing

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Overview

The Oxford Handbook of Strategic Sales and Sales Management is an unrivalled overview by leading academics in the field of sales and marketing management. Sales theory is experiencing a renaissance driven by a number of factors, including building profitable relationships, creating/delivering brand value, strategic customer management, sales and marketing relationships, global selling, and the change from transactional to customer relationship marketing. Escalating sales and selling costs require organisations to be more focused on results and highlight the shifting of resources from marketing to sales. Further the growth in customer power now requires a strategic sales response, and not just a tactical one. The positioning of sales within the organisation, the sales function and sales management are all discussed. The Handbook is not a general sales management text about managing a sales force, but will fill a gap in the existing literature through consolidating the current academic research in the sales area. The Handbook is structured around four key topics. The first section explores the strategic positioning of the sales function within the modern organisation. The second considers sales management and recent developments. The third section examines the sales relationship with the customer and highlights how sales is responding to the modern environment. Finally, the fourth section reviews the internal composition of sales within the organisation. The Handbook will provide a comprehensive introduction to the latest research in sales management, and is suitable for academics, professionals, and those taking professional qualifications in sales and marketing.

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Product Details

ISBN-13:
9780199569458
Publisher:
Oxford University Press
Publication date:
03/22/2011
Series:
Oxford Handbooks Series
Pages:
624
Product dimensions:
6.90(w) x 9.70(h) x 1.70(d)

Table of Contents

1. Introduction: Overview of Strategic Sales and Sales Management, David W. Cravens, Kenneth Le Meunier-FitzHugh, and Nigel F. Piercy
Part I: Sales Strategy and Environment
2. Strategic Sales Organizations, Nigel F. Piercy and Nikala Lane
3. Strategic Leadership in Sales: Understanding the Relationship between the Role of the Salesperson and the Role of the Sales Manager, Karen Flaherty
4. Achieving Sales Organization Effectiveness, David W. Cravens
5. The Changing Sales Environment: Implications For Sales And Sales Management Research And Practice, Nick Lee
Part II: Sales Management
6. Structuring the Sales Force for Customer and Company Success, Andris A. Zoltners, Prabhakant Sinha, and Sally E. Lorimer
7. Sales Force Generated Marketing Intelligence, Kenneth R. Evans and C. Fred Miao
8. Management Of A Contracted Sales Force (Manufacturer Representatives), Thomas E. DeCarlo
9. Training and Rewards, Mark W. Johnston
10. Addressing Job Stress In The Salesforce, Thomas N. Ingram, Raymond W. Laforge, and Charles H. Schwepker, Jr.
11. Sizing the Sales Force and Designing Sales Territories for Results, Andris A. Zoltners, Prabhakant Sinha, and Sally E. Lorimer
Part III: Salesforce and the Customer
12. Customer Selection to Acquire, Retain, and Grow, Andrea L. Dixon
13. Customer Relationship Management and the Sales Force, Thomas W Leigh
14. On the Use of Organizational Climate in Sales Force Research, Steven P. Brown, Manoshi Samaraweera, and William Zahn
15. Salespeople's Influence On Consumers' and Business Buyers' Goals and Well-Being, Harish Sujan
16. Sales Technology, Gary K. Hunter
Part IV: The Organization and Sales
17. Organizational Commitment to Sales, Wesley J. Johnston and Linda D. Peters
18. The Strategic Role of the Selling Function: A Resource-based Framework, Thomas W. Leigh, William L. Cron, Artur Baldauf, and Samuel Grossenbacher
19. Sales Force Agility, Strategic Thinking, and Value Propositions, Larry B. Chonko and Eli Jones
20. The Importance Of Effective Working Relationships Between Sales And Marketing, Kenneth Le Meunier-FitzHugh and Graham R. Massey
21. Marketing: The Anchor for Sales, Noel Capon

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