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Sales ManagementAnalysis and Decision Making

Sales ManagementAnalysis and Decision Making 10th Edition

By: Thomas N. Ingram Raymond W. LaForge Ramon A. Avila Charles H. Schwepker Jr. Michael R. Williams
ISBN-10: 0367252732
/ ISBN-13: 9781000651942
Edition: 10th Edition
Language: English
				
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Chapter 1. Changing World of Sales Management

    • Challenges in the Sales Organization Environment
    • Sales Management Responses
    • Create Customer Value
    • Increase Sales Productivity
    • Improve Sales Leadership
    • Best Sales Organizations
    • Effective Sales Managers
    • Sales Management Process
    • Describing the Personal Selling Function
    • Defining the Strategic Role of the Sales Function
    • Developing the Salesforce
    • Directing the Salesforce
    • Determining Salesforce Effectiveness and Performance
    • Chapter Format
    • Concluding Statement
    • Sales Executive Panel

Part 1. Describing the Personal Selling Function

    • Chapter 2. Overview of Personal Selling
    • Is the Customer Missing from your Sales Process?
    • The Role of Personal Selling in Marketing
    • The Significance of Personal Selling
    • Types of Sales Jobs
    • Key Roles of Salespeople
    • Trust-Based Relationship Selling Process
    • Selling Foundations: Knowledge, Skills, and Trust-Building
    • Selling Strategy
    • Personal Selling Approaches
    • Current Trends in Sales Professionalism
    • Complexity
    • Collaboration
    • Accountability
    • Sales Career Insights
    • Summary
    • Making Sales Management Decisions
    • Case 2.1: Jordan Wholesale Marketplace
    • Case 2.2: Burgauer Business Computers

Part 2. Defining the Strategic Role of the Sales Function

    • Chapter 3. Organizational Strategies and the Sales Function
    • Five Strategies for Transforming to a Best-in-Class Sales Organization
    • Organizational Strategy Levels
    • Corporate Strategy and the Sales Function
    • Corporate Mission
    • Definition of Strategic Business Units
    • Objectives for Strategic Business Units
    • Corporate Strategy Summary
    • Business Strategy and the Sales Function
    • Business Strategy Types
    • Business Strategy Summary
    • Marketing Strategy and the Sales Function
    • Advantages and Disadvantages of Personal Selling
    • Target Market Situations and Personal Selling
    • Marketing Mix Elements and Personal Selling
    • Integrated Marketing Communication
    • Marketing Strategy Summary
    • Sales Strategy Framework
    • Organizational Buyer Behavior
    • Buying Situation
    • Buying Center
    • Buying Process
    • Buying Needs
    • Sales Strategy
    • Account Targeting Strategy
    • Relationship Strategy
    • Selling Strategy
    • Sales Channel Strategy
    • The Internet
    • Distributors
    • Independent Representatives
    • Team Selling
    • Telemarketing
    • Trade Shows
    • Channel Conflict
    • Summary
    • Making Sales Management Decisions
    • Case 3.1: Cousins Video and Party Stores
    • Case 3.2: National Communication Manufacturing
    • Chapter 4. Sales Organization Structure, Salesforce Deployment, and Forecasting
    • Using Intelligent Forecasting to Assess Future Sales
    • Sales Organization Concepts
    • Specialization
    • Centralization
    • Span of Control versus Management Levels
    • Line versus Staff Positions
    • Selling Situation Contingencies
    • Sales Organization Structures
    • Geographic Sales Organization
    • Product Sales Organization
    • Market Sales Organization
    • Functional Sales Organization
    • Strategic Account Organization
    • Identifying Strategic Accounts
    • Organizing for Strategic Account Coverage
    • Comparing Sales Organization Structures
    • Salesforce Deployment
    • Allocation of Selling Effort
    • Salesforce Size
    • Designing Territories
    • Procedure for Designing Territories
    • Using Technology
    • “People” Considerations
    • Summary
    • Making Sales Management Decisions
    • Case 4.1: Innovative Packaging, Inc.
    • Case 4.2: Applegate Insurance Company
    • Appendix 4. Developing Forecasts
    • Forecasting by Sales Managers
    • Types of Forecasts
    • Uses of Forecasts
    • Top-Down and Bottom-Up Forecasting Approaches
    • Forecasting with Regression Analysis
    • Using Different Forecasting Approaches and Methods

Part 3. Developing the Salesforce

    • Chapter 5. Acquiring Sales Talent: Recruitment and Selection
    • Acquiring Sales Talent at Marlin Business Services
    • Importance of Recruitment and Selection
    • Introduction to Salesforce Socialization
    • Recruitment and Selection Process
    • Planning for Recruitment and Selection
    • Recruitment: Locating Prospective Candidates
    • Selection: Evaluation and Hiring
    • Legal and Ethical Considerations in Recruitment and Selection
    • Key Legislation
    • Guidelines for Sales Managers
    • Ethical Issues
    • Summary
    • Making Sales Management Decisions
    • Case 5.1: In Need of a Sales Rep
    • Case 5.2: Old Habits Die Hard
    • Chapter 6. Continual Development of the Salesforce: Sales Training
    • Sales Training: Companies Take Different Paths to Success
    • Role of Sales Training in Salesforce Socialization
    • Sales Training as a Crucial Investment
    • Managing the Sales Training Process
    • Assess Training Needs
    • Set Training Objectives
    • Evaluate Training Alternatives
    • Design the Sales Training Program
    • Perform Sales Training
    • Conduct Follow-Up and Evaluation
    • Ethical and Legal Issues
    • Summary
    • Making Sales Management Decisions
    • Case 6.1: Developing a Training Program at Soft Glow Candles
    • Case 6.2: A Sales Call Gone Wrong: A Need for Training?

Part 4. Directing the Salesforce

    • Chapter 7. Sales Leadership, Management, and Supervision
    • Sales Leadership: Building a Championship Sales Team at the Philadelphia 76ers
    • Situational Sales Leadership Perspectives
    • Sales Leadership Styles
    • Sales Leadership Relationships
    • Power and Sales Leadership
    • Sales Leadership Influence Strategies
    • Sales Leadership Communications
    • Important Sales Leadership Functions
    • Coaching Salespeople
    • Conducting Sales Meetings
    • Promoting Ethical Behavior
    • Summary
    • Making Sales Management Decisions
    • Case 7.1: The Good Rest Company
    • Case 7.2: Universal Ventures, LLC
    • Chapter 8. Motivation and Reward System Management
    • Money May Talk, but Salespeople Eventually Stop Listening
    • Motivation and Reward Systems
    • Optimal Salesforce Reward System
    • Types of Saleforce Rewards
    • Financial Compensation
    • Straight Salary
    • Straight Commission
    • Performance Bonuses
    • Combination Plans (Salary plus Incentive)
    • Determining Appropriate Financial Compensation Levels
    • Nonfinancial Compensation
    • Opportunity for Promotion
    • Sense of Accomplishment
    • Opportunity for Personal Growth
    • Recognition
    • Sales Expenses
    • Additional Issues in Managing Salesforce Reward Systems
    • Sales Contests
    • Team Compensation
    • Global Considerations
    • Changing the Reward System
    • Guidelines for Motivating and Rewarding Salespeople
    • Recruitment and Selection
    • Incorporation of Individual Needs
    • Information and Skills
    • Job Design
    • Building Self-Esteem
    • Proactive Approach
    • Summary
    • Making Sales Management Decisions
    • Case 8.1: Central Electrical Solutions
    • Case 8.2: Rite-Way Cleaning Products

Part 5. Determining Salesforce Effectiveness and Performance

    • Chapter 9. Evaluating the Effectiveness of the Organization
    • Actionable Sales Diagnostics: The Key to Effectively Evaluating Sales Organization Performance
    • Sales Organization Audit
    • Sales Organization Effectiveness Evaluations
    • Sales Analysis
    • Cost Analysis
    • Profitability Analysis
    • Productivity Analysis
    • Improving Sales Organization Effectiveness
    • Benchmarking
    • Six Sigma
    • Ethical Issues
    • Concluding Comments
    • Summary
    • Making Sales Management Decisions
    • Case 9.1: Affiliated Merchandising
    • Case 9.2: Advance Office Technology, Inc.
    • Chapter 10. Evaluating the Performance of Salespeople
    • Sales Outcomes are Important in Assessing Salesperson Performance, but the Key to Sales Performance is Managing Salespeople and their Activities
    • Purposes of Salesperson Performance Evaluations
    • Salesperson Performance Evaluation Approaches
    • Key Issues in Evaluating and Controlling Salesperson Performance
    • Criteria for Performance Evaluation
    • Performance Evaluation Methods
    • Performance Evaluation Bias
    • Evaluating Team Performance
    • Using Performance Information
    • Salesperson Job Satisfaction
    • Measuring Salesperson Job Satisfaction
    • Using Job Satisfaction Information
    • Summary
    • Making Sales Management Decisions
    • Case 10.1: Midcon Steel
    • Case 10.2: Rota-Mold

Glossary
Notes
Index

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