Sales Management: Building Customer Relationships and Partnerships / Edition 1

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Sales Management: Building Customer Relationships and Partnerships is designed to cover all of the basic topics in sales management while emphasizing customer loyalty, customer relationship management, and the effects of technology on the sales function. Because of advances in telecommunications technology, the traditional role of sales managers is evolving toward managing sales people across multiple channels that contact and service customers through a variety of methods. The text reflects current trends and is designed to prepare students for the additional management responsibilities they are likely to encounter in the real world.

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Product Details

  • ISBN-13: 9780618721016
  • Publisher: Cengage Learning
  • Publication date: 2/12/2008
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 560
  • Sales rank: 1,356,518
  • Product dimensions: 7.90 (w) x 10.10 (h) x 1.00 (d)

Meet the Author

Joseph Hair is Professor of Marketing at Kennesaw State University. He previously held the Alvin C. Copeland Endowed Chair of Franchising and was Director, Entrepreneurship Institute, Louisiana State University. Hair also held the Phil B. Hardin Chair of Marketing at the University of Mississippi. He has taught graduate and undergraduate marketing, sales management, and marketing research courses. Hair has authored more than 40 books and more than 80 articles in scholarly journals. He has also participated on many university committees and has chaired numerous departmental task forces. He serves on the editorial review boards of several journals. He is a member of the Academy of Marketing Science, American Marketing Association, Society for Marketing Advances, and Association for Marketing and Healthcare Research. He was selected as the 2011 AMS CUTCO/VECTOR Distinguished Marketing Educator, as the 2007 Innovative Marketer of the Year by the Marketing Management Association, and was the 2004 recipient of the Academy of Marketing Science Excellence in Teaching Award. Hair holds a bachelor's degree in economics, a master's degree in marketing, and a doctorate in marketing, all from the University of Florida. He also serves as a marketing consultant to businesses in a variety of industries ranging from food and retail to financial services, health care, electronics, and the U.S. Departments of Agriculture and Interior.

Rajiv Mehta (PhD, Drexel University) is Associate Professor of Marketing at New Jersey Institute of Technology, Newark, NJ. Dr. Mehta has published articles on sales management, channel management, and international marketing in major marketing journals. He has also received awards for excellence in research and teaching.

Barry J. Babin has authored over 70 research publications in some of the most prestigious research periodicals, including the JOURNAL OF MARKETING, THE JOURNAL OF CONSUMER RESEARCH, THE JOURNAL OF BUSINESS RESEARCH, THE JOURNAL OF RETAILING, PSYCHOLOGICAL REPORTS, PSYCHOLOGY AND MARKETING, and THE JOURNAL OF THE ACADEMY OF MARKETING SCIENCE, among others. Babin is currently Max P. Watson, Jr., Professor of Business and chair of the department of marketing and analysis at Louisiana Tech University. He has won numerous honors for his research, including the Louis K. Brandt Faculty Research Award from the University of Southern Mississippi (on three occasions), the 1996 Society for Marketing Advances (SMA) Steven J. Shaw Award, the 1997 Omerre Deserres Award for Outstanding Contributions to Retail and Service Environment Research, and the Academy of Marketing Science's Harold W. Berkman Distinguished Service Award. He is a former president of the Academy of Marketing Sciences and the Society of Marketing Advances, and he currently serves the marketing editor for the JOURNAL OF BUSINESS RESEARCH. Babin's research focuses on the effect of the service environment in creating value for employees and customers. His expertise is in building and understanding value that leads to long-lasting, mutually beneficial relationships with employees and customers. His primary teaching specialties involve consumers and service quality, marketing research, and creative problem solving. A frequent international lecturer, he has presented in Australia, South Korea, France, Germany, New Zealand, South Africa, Canada, Sweden, and the United Kingdom.

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Table of Contents

Note: Each chapter concludes with a Chapter Summary, Review and Application Questions, an Internet Exercise, a Role-Playing Exercise, and an In-Basket Exercise. Chapters 1-9 and 12-14 include an Ethical Dilemma. PART I: TWENTY-FIRST-CENTURY SALES FORCE MANAGEMENT. 1. Introduction to Sales Management and Its Evolving Roles. What Is Sales Management? Types, Titles, and Hierarchical Levels of Sales Managers. Responsibilities and Duties of Sales Managers. Expanding Roles of Sales Managers. What Qualities Are Needed to Be a Sales Manager? Integrating Sales Management and Marketing Management. Monitoring and Adapting to the Macroenvironment. How Well Are Sales Managers Performing? Developing Sales Managers for the New Millennium. Case 1.1 Simpson Machine Tool Company: Sales Management Seminar. Case 1.2 Centroid Computer Corporation: The New Sales Manager. 2. Managing Ethics in a Sales Environment. What Is Business Ethics? Salespeople Are Boundary Spanners. Applying Professional Sales Codes of Ethics. Ethical Philosophies and Moral Judgments. Creating an Ethical Work Climate. Managing the Ethical Climate. Legal Considerations in the Sales Environment. Practicing Good Ethics Among the Sales Force. Case 2.1 Billings Pharmaceuticals: Customer Vulnerability and Moral Equity. Case 2.2 J&R Company: Unethical Sales Practices. 3. Customer Relationship Management and Building Partnerships. What Is CRM? Relationship Orientations and CRM. CRM and Repeat Business. CRM, Customer Loyalty, and Lifetime Value. CRM and Selling. Technology and CRM Programs. CRM Successes and Failures. Case 3.1 Cosair Gas Distributors: Problems with a CRM System Installation. Case 3.2 TC's Bookings: Getting the Most Out of a CRM System. 4. The Selling Process. Updating the Roles of Salespeople. What Salespeople Do: Stages of the Personal Selling Process. Applying CRM to the Personal Selling Process. Case 4.1 Solex-Digital: Effective Negotiation Strategies. Case 4.2 Dasseaux Pharmaceuticals: Relationship Versus Transactional Selling. PART II: ORGANIZING AND DEVELOPING THE SALES FORCE. 5. Sales Forecasting and Budgeting. Sales Forecasting and Its Relationship to Operational Planning. Forecasting Approaches and Techniques. Evaluating Forecasting Approaches. Sales Budget Planning. Preparing the Annual Sales Budget. Case 5.1 AKAMAI Corporation: Developing Sales Forecasts. Case 5.2 Global Container Corporation: Creative Sales Forecasting. 6. Sales Force Planning and Organizing. Purpose and Levels of Organization Planning. Sales Management Planning Process. Causes of Unsuccessful Planning. Organizing the Sales Force. Case 6.1 PlayMart Toyz: Building a Sales Organization. Case 6.2 Wild Willie "Juiced" Drinks: Planning for Sales Growth. 7. Time and Territory Management. Improving Sales Productivity. Establishing Sales Territories. Setting Up Sales Territories. Revising Sales Territories. Self-Management. Time Management and Routing. Case 7.1 Manufacturers Insurance Group: Developing Territories. Case 7.2 SalesTech, Inc.: Coping with Growth. 8. Recruiting and Selecting the Sales Force. Importance of Recruiting and Selection. The Recruitment Process. Sources of Salespeople. The Sales Force Selection Process. Making the Selection. Sales Force Socialization. Case 8.1 Vector Marketing Corporation: Recruiting and Selecting College Students. Case 8.2 R3 Technology: Improving Recruitment and Selection. PART III: MANAGING AND DIRECTING SALES FORCE EFFORTS. 9. Training the Sales Force. Importance of Sales Training. Developing and Implementing Sales Training. Making Training Delivery Decisions. Choosing Instructional Methods. Preparing, Motivating, and Coaching Trainees. Evaluating Training Programs. Sales Training Challenges for Global Companies. Case 9.1 Hops Distributors, Inc.: Getting the Blend Right! Case 9.2 Midwest Auto Parts, Inc.: The Value of Sales Training. 10. Sales Force Leadership. Foundations of Leadership. Supervision, Management, and Leadership. Leadership and Power. Applying Classical Leadership Theories to Twenty-First-Century Sales Management. Applying Contemporary Leadership Theories to Twenty-First-Century Sales. Management. Other Emerging Issues in Twenty-First-Century Sales Force Leadership. Communication. Case 10.1 School Suppliers, Inc.: Leading a Diverse Sales Force. Case 10.2 Öhlins Chemicals: Leadership and Communication Problems. 11. Sales Force Motivation. Foundations of Motivation. Applying Contemporary Motivation Theories to Sales Management. Using Rewards and Incentive Programs for Sales Force Motivation. Sales Force Motivation Strategies and Tools. Additional Perspectives in Twenty-First-Century Sales Force Motivation. Case 11.1 Schindler Pharmaceuticals: Motivating the Sales Force. Case 11.2 Sales Actions Software, Inc.: Motivating Salespeople in Different Career Stages. 12. Sales Force Compensation. Sales Force Compensation Plans. Developing the Compensation Plan. Advantages and Disadvantages of Different Compensation Methods. Trends in Sales Compensation. Expense Accounts and Fringe Benefits. Case 12.1 Syntel, Inc.: The Role of Compensation in Salesperson Turnover. Case 12.2 Sun-Sweet Citrus Supply, Inc.: Compensation and Sales Expenses. PART IV: CONTROLLING AND EVALUATING SALES FORCE PERFORMANCE. 13. Sales Volume, Costs, and Profitability Analysis. Framework for Sales Force Organizational Audit. Sales Volume, Costs, and Profitability Analysis. Increasing Sales Force Productivity and Profits. Case 13.1 Fabrizia Pasta Company: The Value of Financial Reports. Case 13.2 J.B.'s Restaurant Supply: How CRM Data Is Used to Justify Change. 14. Sales Force Performance Evaluation. Sales Force Performance Appraisal. A Contemporary Approach to Sales Force Performance Evaluation. Providing Feedback and Improving Sales Force Performance. Emerging Perspectives in Twenty-First-Century Sales Force Performance Appraisals. Case 14.1 FUTSUCO Electronics: Rewarding Performance. Case 14.2 Midwest Risk Management: Performance Evaluation Systems. Notes. Glossary. Subject Index. Name Index.

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