Sales Management: Analysis and Decision Making: 4th Edition: Analysis and Decision Making

Author: Ingram
Publisher:
Publish Date: 2003-07-01
Features: This textbook is written for undergraduate students studying the course of sales management, and is also suitable for MBA-level learners. The book presents the model of sales management in a logical and rigorous hierarchy and sequence. The content of the textbook is divided into 5 parts, which aligns perfectly with the 5 stages of the sales management model.
Part 1 describes the functions of personal selling. It attempts to provide students with a preliminary understanding of personal selling before introducing specific sales management content. Domestic peers in the field of sales management believe that current available textbooks on sales management do not provide sufficient knowledge of personal selling. Therefore, we decided to include two chapters on this topic at the beginning of this edition of the textbook.
Part 2 determines the strategic position of the sales function. This part includes two chapters, one of which discusses the important relationship between personal selling and organizational strategy at the enterprise level, business level, marketing level, and sales level. The focus of this chapter is on how strategic decisions at different organizational levels influence sales management decisions and personal selling practices. The other chapter primarily discusses alternative sales organization structures, covering measurement analysis methods for determining the size of sales teams, regional design, and the allocation of sales forces.
Part 3 focuses on building the sales team. This part shifts from organizational analysis to personnel analysis. The content covers two important decision areas: the recruitment and selection of sales personnel, and the pre-training of newly hired sales personnel.
Part 4 addresses the management of the sales team. Continuing the focus on personnel analysis, this part discusses leadership and general management principles necessary for successful sales management, as well as the motivation and reward mechanisms for the sales team.
Part 5 covers the efficiency and performance evaluation of the sales team. This part concludes the process of sales management by proposing evaluation and control procedures. The differences between the efficiency evaluation of the sales organization and the performance evaluation of sales personnel will be explained in a separate chapter.