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Sales Force Management Mark Johnston

Sales Force Management By Mark Johnston

Sales Force Management by Mark Johnston


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Condition - Very Good
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Summary

Dealing with sales force management, this title covers the sales management theory and application. It presents a framework that portrays sales managers' activities as three interrelated, and sequential processes: formulation of a sales program, implementation of the sales program, and evaluation and control of the sales program.

Sales Force Management Summary

Sales Force Management by Mark Johnston

Sales Force Management, 10e remains the most definitive text in the field today. Mark Johnston and Greg Marshall team up to maintain the quality and integrity of earlier editions while also breaking new ground with relevant new content for the changing field. The familiar framework of this text - from which instructors love to teach - remains the same while relevant, real-world student learning tools and up-to-date sales management theory and application have been added. The framework has been developed to portray sales managers' activities as three interrelated, sequential processes, each of which influences the various determinants of salesperson performance. The three interrelated parts of the framework, formulation of a sales program, implementation of the sales program, and evaluation and control of the sales program, remain consistent and highly relevant in the 10th edition. This edition integrates new, innovative learning tools and the latest in sales management theory and practice

About Mark Johnston

Mark W. Johnston is the Alan and Sandra Gerry Professor of Marketing and Ethics in the Roy E. Crummer Graduate School of Business at Rollins College in Winter Park, Florida. He earned his Ph.D. in Marketing in 1986 from Texas A&M University. Prior to receiving his doctorate, he worked in industry as a sales representative for a leading distributor of photographic equipment. His research has been published in a number of professional journals including Journal of Marketing Research, Journal of Applied Psychology, Journal of Business Ethics, Journal of Marketing Education, Journal of Personal Selling & Sales Management and many others. Mark is also an active member in the American Marketing Association and Academy of Marketing Science. Mark has been retained as a consultant for firms in a number of industries including personal health care, chemical, transportation, hospitality, and telecommunications. He has consulted on a wide range of issues involving strategic business development, sales force structure and performance, international market opportunities, and ethical decision-making. Mark also works with MBA students on consulting projects around the world for companies such as Tupperware, Disney, and Johnson & Johnson. He has conducted seminars globally on a range of topics including the strategic role of selling in the organization, developing an ethical framework for decision-making, improving business unit performance, and structuring an effective international marketing department. Mark continues to provide specialized seminars to top managers on strategic marketing issues. For more than two decades Mark has taught Marketing Management working with thousands of students. His hands-on, real world approach to marketing management has earned him a number of teaching awards. Charles Harwood Professor of Marketing and Strategy in the Crummer Graduate School of Business at Rollins College, Winter Park, Florida. He earned his Ph.D. in marketing from Oklahoma State University. Gregs industry experience includes 13 years in selling and sales management, product management, and retailing with companies such as Warner Lambert, Mennen, and Target Stores. When he left Warner Lambert in 1986 to enter academe, he was the manager of the top-performing sales district in the United States. In addition, he has served as a consultant and trainer for a variety of organizations in both the private and public sectors, primarily in the areas of marketing planning, strategy development, and service quality.

Table of Contents

1 Introduction to Sales Management in theTwenty-First Century PART ONE Formulation of a Sales Program 2 The Process of Selling and Buying 3 Linking Strategies and the Sales Role in the Era of Customer Relationship Management4 Organizing the Sales Effort 5 The Strategic Role of Information in Sales Management Comprehensive Cases for Part One PART TWO Implementation of the Sales Program 6 Salesperson Performance: Behavior, Role Perceptions, and Satisfaction7 Salesperson Performance: Motivating the Sales Force 8 Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople 9 Sales Force Recruitment and Selection 10 Sales Training: Objectives, Techniques, and Evaluation 11 Salesperson Compensation and Incentives Comprehensive Cases for Part Two PART THREE Evaluation and Control of the SalesProgram 12 Cost Analysis 13 Evaluating Salesperson Performance Comprehensive Cases for Part Three NOTES CASE INDEX NAME INDEX SUBJECT INDEX

Additional information

GOR008251365
9780071220910
0071220917
Sales Force Management by Mark Johnston
Used - Very Good
Paperback
McGraw-Hill Education - Europe
2010-04-16
512
N/A
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
This is a used book - there is no escaping the fact it has been read by someone else and it will show signs of wear and previous use. Overall we expect it to be in very good condition, but if you are not entirely satisfied please get in touch with us

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