Management of a sales force.
Material type: TextSeries: McGraw-Hill/Irwin series in marketingPublication details: Boston : McGraw-Hill/Irwin, c2003.Edition: 11th ed. / Rosann L. Spiro, William J. Stanton, Gregory A. RichDescription: xxiii, 564 p. : ill. ; 26 cmISBN:- 0071198989 (international ed. : alk. paper)
- 658.81 SPI
Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
---|---|---|---|---|---|---|---|
Standard Loan | Moylish Library Main Collection | 658.81 SPI (Browse shelf(Opens below)) | 2 | Available | 39002000372053 | ||
Standard Loan | Moylish Library Main Collection | 658.81 SPI (Browse shelf(Opens below)) | 3 | Available | 39002000372004 |
Enhanced descriptions from Syndetics:
Covers the concepts and applies the theories associated with managing a sales force.
Rev. ed. of: Management of a sales force / William J. Stanton, Rosann Spiro. 10th ed. c1999.
Includes bibliographical references and indexes.
Introduction to Sales Force Management -- The Field of Sales Force Management -- Strategic Sales Force Management -- Personal Selling Process -- Organizing, Staffing, and Training a Sales Force -- Sales Force Organization -- Profiling and Recruiting Salespeople -- Selecting and Hiring Applicants -- Developing, Delivering, and Reinforcing a Sales Training Program -- Directing Sales Force Operations -- Motivating a Sales Force -- Sales Force Compensation -- Sales Force Expenses and Transportation -- Leadership of a Sales Force -- Sales Planning -- Estimating Market Potential and Forecasting Sales -- Sales Territories -- Evaluating Sales Performance -- Analysis of Sales Volume -- Marketing Cost and Profitability Analysis -- Evaluating a Salesperson₂s Performance -- Ethical and Legal Responsibilities of Sales Managers.
Table of contents provided by Syndetics
- Part I Introduction to Sales Force Management
- Chapter 1 The Field of Sales Force Management
- Chapter 2 Strategic Sales Force Management
- Chapter 3 Personal Selling Process
- Part II Organizing, Staffing, and Training a Sales Force
- Chapter 4 Sales Force Organization
- Chapter 5 Profiling and Recruiting Salespeople
- Chapter 6 Selecting and Hiring Applicants
- Chapter 7 Developing, Delivering, and Reinforcing a Sales Training Program
- Part III Directing Sales Force Operations
- Chapter 8 Motivating a Sales Force
- Chapter 9 Sales Force Compensation
- Chapter 10 Sales Force Expenses and Transportation
- Chapter 11 Leadership of a Sales Force
- Part IV Sales Planning
- Chapter 12 Estimating Market Potential and Forecasting Sales
- Chapter 13 Sales Territories
- Part V Evaluating Sales Performance
- Chapter 14 Analysis of Sales Volume
- Chapter 15 Marketing Cost and Profitability Analysis
- Chapter 16 Evaluating a Salesperson's Performance
- Chapter 17 Ethical and Legal Responsibilities of Sales Managers
- Appendix A Integrative Cases
- Appendix B Careers in Sales Management