Churchill/Ford/Walker's Sales Force Management with Excel Spreadsheets
by Johnston, Mark W.; Marshall, Greg W.Edition: 7th
Format: Hardcover
Pub. Date: 2002-07-22
Publisher(s): McGraw-Hill/Irwin
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Summary
Churchill, Ford, and Walker's Sales Force Management, 7/e, now authored by Johnston and Marshall, is a research/ theory based text that cites the theoretical foundations of sales management and blends this with current industry examples and applications. This book will appeal to a variety of teaching approaches-to those instructors who primarily emphasize the lecture-discussion approach or to those who prefer case-oriented instruction. No matter what approach is used, the research/theory combination, coupled with the solid sales management foundation, and the addition of the text themes of Innovation, Leadership, and Technology combine to make this text a leader in the sales management market.t.
Table of Contents
Chapter 1 Overview of Sales Management and the Selling EnvironmentPart One: Formulation of the Sales ProgramChapter 2 The Process of Buying and SellingChapter 3 Linking Strategies and the Sales Role in the Era of Customer Relationship ManagementChapter 4 Organizing the Sales EffortChapter 5 The Strategic Role of Information in Sales ManagementPart Two: Implementation of the Sales ProgramChapter 6 Salesperson Performance: Behavior, Role Perceptions, and SatisfactionChapter 7 Salesperson Performance: Motivating the Sales ForceChapter 8 Personal Characteristics and Sales Aptitude: Criteria for Selecting SalespeopleChapter 9 Sales Force Recruitment and SelectionChapter 10 Sales Training: Objectives, Techniques, and EvaluationChapter 11 Designing Compensation and Incentive ProgramsPart Three: Evaluation and Control of the Sales ProgramChapter 12 Cost Analysis: Analyzing the Cost of Implementing CRM for NeobrandsChapter 13 Behavior and Other Performance Analyses
Chapter 2 The Process of Buying and SellingChapter 3 Linking Strategies and the Sales Role in the Era of Customer Relationship ManagementChapter 4 Organizing the Sales EffortChapter 5 The Strategic Role of Information in Sales ManagementPart Two: Implementation of the Sales ProgramChapter 6 Salesperson Performance: Behavior, Role Perceptions, and SatisfactionChapter 7 Salesperson Performance: Motivating the Sales ForceChapter 8 Personal Characteristics and Sales Aptitude: Criteria for Selecting SalespeopleChapter 9 Sales Force Recruitment and SelectionChapter 10 Sales Training: Objectives, Techniques, and EvaluationChapter 11 Designing Compensation and Incentive ProgramsPart Three: Evaluation and Control of the Sales ProgramChapter 12 Cost Analysis: Analyzing the Cost of Implementing CRM for NeobrandsChapter 13 Behavior and Other Performance Analyses
Chapter 4 Organizing the Sales EffortChapter 5 The Strategic Role of Information in Sales ManagementPart Two: Implementation of the Sales ProgramChapter 6 Salesperson Performance: Behavior, Role Perceptions, and SatisfactionChapter 7 Salesperson Performance: Motivating the Sales ForceChapter 8 Personal Characteristics and Sales Aptitude: Criteria for Selecting SalespeopleChapter 9 Sales Force Recruitment and SelectionChapter 10 Sales Training: Objectives, Techniques, and EvaluationChapter 11 Designing Compensation and Incentive ProgramsPart Three: Evaluation and Control of the Sales ProgramChapter 12 Cost Analysis: Analyzing the Cost of Implementing CRM for NeobrandsChapter 13 Behavior and Other Performance Analyses
Part Two: Implementation of the Sales ProgramChapter 6 Salesperson Performance: Behavior, Role Perceptions, and SatisfactionChapter 7 Salesperson Performance: Motivating the Sales ForceChapter 8 Personal Characteristics and Sales Aptitude: Criteria for Selecting SalespeopleChapter 9 Sales Force Recruitment and SelectionChapter 10 Sales Training: Objectives, Techniques, and EvaluationChapter 11 Designing Compensation and Incentive ProgramsPart Three: Evaluation and Control of the Sales ProgramChapter 12 Cost Analysis: Analyzing the Cost of Implementing CRM for NeobrandsChapter 13 Behavior and Other Performance Analyses
Chapter 7 Salesperson Performance: Motivating the Sales ForceChapter 8 Personal Characteristics and Sales Aptitude: Criteria for Selecting SalespeopleChapter 9 Sales Force Recruitment and SelectionChapter 10 Sales Training: Objectives, Techniques, and EvaluationChapter 11 Designing Compensation and Incentive ProgramsPart Three: Evaluation and Control of the Sales ProgramChapter 12 Cost Analysis: Analyzing the Cost of Implementing CRM for NeobrandsChapter 13 Behavior and Other Performance Analyses
Chapter 9 Sales Force Recruitment and SelectionChapter 10 Sales Training: Objectives, Techniques, and EvaluationChapter 11 Designing Compensation and Incentive ProgramsPart Three: Evaluation and Control of the Sales ProgramChapter 12 Cost Analysis: Analyzing the Cost of Implementing CRM for NeobrandsChapter 13 Behavior and Other Performance Analyses
Chapter 11 Designing Compensation and Incentive ProgramsPart Three: Evaluation and Control of the Sales ProgramChapter 12 Cost Analysis: Analyzing the Cost of Implementing CRM for NeobrandsChapter 13 Behavior and Other Performance Analyses
Chapter 12 Cost Analysis: Analyzing the Cost of Implementing CRM for NeobrandsChapter 13 Behavior and Other Performance Analyses
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