Sales Management 5th Ed.

Concept and Cases

Douglas J. Dalrymple, William L. Cron

Publisher: Wiley, 1995, 807 pages

ISBN: 0-471-11150-3

Keywords: Sales

Last modified: March 25, 2012, 8:44 p.m.

Effective sales management not only helps companies gain advantages over competitors; it also helps you gain key advantages in your personal career. With Dalrymple’s Sales Management, 5th Edition, you’ll learn how to get out there, manage a sales force, and help them sell. The authors show you how to develop a sales force, manage strategic account relationships, and motivate your sales force.

  • Part I Sales Management Functions and Strategies
    • Chapter 1 Introduction to Selling and Sales Management
      • Selling and Sales Management
      • The Sales Management Process
      • Sales Management in Action 1-1: Selling in Other Countries
      • Changes in the Marketplace
      • Total Quality Management
      • The Field Sales Manager's Job
      • Sales Management in Action 1-2: Turning It Around in Cleveland
      • Sales Management in the 1990s: What Does It Take to Win?
      • Career Paths
      • Experential Exercise
      • Cases
        • 1-1 The Case Mathod
        • 1-2 Salco Chemicals S.A.
        • 1-3 Fuller Brush Company
        • 1-4 Green Acres Seed Company
    • Chapter 2 Strategic Planning and Budgeting
      • Strategic Management Planning
      • Sales Management in Action 2-1: Sales as an Internal Position
      • Strategic Marketing Planning
      • Sales Force Strategy
      • The Sales Budget
      • Total Quality Management: Strategy Execution
      • Ethical Situations
      • Cases
        • 2-1 BSI
        • 2-2 Grasse Fragrances SA
        • 2-3 Shanandoah Industries (A)
  • Part II Developing the Selling Function
    • Chapter 3 Personal Selling
      • Selling to the CEO
      • Basic Types of Selling Processes
      • Locating and Qualifying Prospects
      • Sales Management in the 1990s: 3-1: A Perfect "10"
      • Sales Management in the 1990s: 3-2: Would You Sell to Crooks?
      • Sales Management in the 1990s: 3-3: They "Hot", "Warm", or "Cold"?
      • Precall Planning
      • The Approach/Relating
      • Sales Management in the 1990s: 3-4: Are You a Salesperson?
      • Sales Management in Action 3-1: You're Not Prepared! You Don't Listen! You Promised!
      • Customer Needs Discovery
      • The Presentation
      • Sales Management Technology 3-1: High-Tech Sales Aids
      • Sales Management in Action 3-2: The Stuff Is No Good
      • Handling Objections
      • Closing
      • Follow-Up
      • Sales Management in Action 3-3: What Would You Say If Called an "Okyaku-Sama"?
      • Computers and Personal Selling
      • Sales Management Technology 3-2: How to Save 5 Hours a Week or Do 10 Days of Work in 15 Minutes
      • Sales Management Technology 3-3: A Mobile Office
      • Total Quality Management
      • Experential Exercise
      • Cases
        • 3-1 Global Marketing Costa, S.A.
        • 3-2 Royal Corporation
        • 3-3 Mediquip S.A.
    • Chapter 4 Account Relationship Management
      • Partners
      • Organizational Purchasing Process
      • Buying Center
      • Building Relationships
      • Sales Management in Action 4-1: How Many People Does It Take to Buy a Window?
      • Relationship Binders
      • Sales Management in Action 4-2: National Culture and Selling in France
      • Ethical Situations
      • Total Quality Management: Cross-Functional Teams
      • Experential Exercise
      • Appendix: Buying a Test Standard
      • Cases
        • 4-1 Hassler & Howard, Inc.
        • 4-2 Pepe Jeans
        • 4-3 The Centrust Corporation
    • Chapter 5 Territory Management
      • Allocating Time at IBM
      • Sales Force Productivity
      • Sales Management in Action 5-1: Road Warriors
      • Minimum Account Size
      • Account Analysis and Time Allocation
      • Managing Territory Profitability
      • Territory Coverage
      • Personal Time Management
      • Management's Role
      • Sales Management in Action 5-2: One of the Most Important Things a Sales Manager Does
      • Cases
        • 5-1 Parker Perfume
        • 5-2 Hanover-Bates Chemical Corporation
        • 5-3 Zygar Pharmaceuticals
    • Chapter 6 Sales Ethics
      • Why Is Sales Ethics Important?
      • Modeling Ethical Behavior?
      • Whose Ethics are Relevant?
      • Sales Management in Action 6-1: Overselling at Sears
      • Making Decisions on Ethical Problems
      • Common Sales Ethics Issues
      • Sales Management in Action 6-2: Handling Sexual Harassment
      • Sales Management in Action 6-3: The Ethics of Selling Infant Formula
      • Whistleblowing
      • Government Regulation
      • Building a Sales Ethics Program
      • Experential Exercise
      • Cases
        • 6-1 Topnotch Investment Company
        • 6-2 Texxon Oil Company
        • 6-3 Dave McDonald's Ethical Dilemmas
        • 6-4 Ethics — A Computer Case
  • Part III Sales Goals and Structure
    • Chapter 7 Estimating Potentials and Forecasting Sales
      • Using Potentials Data
      • What is Market Potential?
      • Subjective Sales Forecasting
      • Sales Management in Action 7-1: Forecasting Industrial Sales
      • Objective Sales Forecasting
      • MAPE
      • Sales Management Tools 7-1: Commercial Forecasting Programs
      • Selecting Forecasting Methods
      • Ethical Issues
      • Cases
        • 7-1 Parket Computer
        • 7-2 Mead products
        • 7-3 Bates Industrial Supply
    • Chapter 8 Organization
      • Using National Account Managers
      • Organizational Principles
      • Specialization
      • Sales Management in Action 8-1: What, Another One?
      • Major Accounts Program
      • Sales Management in Action 8-2: What More Can We Do for You?
      • Telemarketing
      • Sales Management in Action 8-3: How Many Salespeople Are Enough?
      • Independent Sales Agents
      • Sales Management in Action 8-4: From Employee to Partner
      • Number of Salespeople
      • Evolving Sales Force Organizations
      • Sales Management in Action 8-5: What? Only 20 Percent Raise?
      • Ethical Situations
      • Role Play
        • 8-1 Damage Control
        • 8-2 How Can You Do This to Me?
      • Cases
        • 8-1 3M Canada
        • 8-2 United Tire Company
        • 8-3 Shanandoah Industries (B)
        • 8-4 MPM Corporation
  • Part IV Building a Sales Program
    • Chapter 9 Recruiting and Selecting Personnel
      • Recruiting at Procter & Gamble
      • Planning Cycle
      • Sales Management in Action 9-1: Everything Will Be Alright
      • Recruiting
      • Selecting Prospects
      • Sales Management in Action 9-2: Why Did Yoy Do That?
      • Validating the Hiring Process
      • Sales Management in Action 9-3: Who Should We Hire in Belgium?
      • Ethical Situations
      • Role Play
        • 9-1 Which One to Pick
        • 9-2 An Offer I Couldn't Refuse
      • Cases
        • 9-1 Adams Brands
        • 9-2 Allied Food Distributors
        • 9-3 Delta, Inc.
    • Chapter 10 Sales Training
      • Sales Training at Merck
      • Why Train Salespeople?
      • Sales Management in Action 10-1: Getting a Quick Start
      • Assessing Training Needs
      • How Much to Spend
      • Developing the Training Program
      • Sales Management in Action 10-2: They Really Paid Attention
      • Evaluating Sales Training
      • Follow-Up
      • Developing Salespeople
      • Ethical Situations
      • TQM: Improving Teamwork
      • Role Play
        • 10-1 The Greatest Product Since Sliced Bread
      • Experential Exercise
      • Cases
        • 10-1 Westinghouse Electric Corporation
        • 10-2 Sandwell Paper Company
        • 10-3 Kalo Laboratories
    • Chapter 11 Territory Design
      • When Are Territories Needed?
      • Why Use Territories?
      • Sales Management in Action 11-1: Territories by Design
      • Territory Design Procedures
      • Designing Territories by Computer
      • Sales Management in Action 11-2: Interactive Mapping Programs
      • Territory Assignements and Adjustments
      • Ethical Issues
      • Role Play
        • 11-1 Strike Three
      • Cases
        • 11-1 Garrett Truck Co. Ltd.
        • 11-2 D. F. Hardware Company
        • 11-3 Kent Plastics
  • Part V Leading and Motivating the Sales Force
    • Chapter 12 Leadership
      • Where is Richard Waxler?
      • Leadership?
      • Leadership Styles
      • Team Building
      • Sales Management in Action 12-1: The Case for Effective Team Building
      • Sales Management in Action 12-2: Why Teams Don't Work
      • External System
      • Coaching
      • Sales Meetings
      • TQM Concepts
      • Sales Management in Action 12-3: It's Always Something
      • Sales Force Personnel Issues
      • Sales Management in Action 12-4: Best for Working Mothers
      • Ethical Situations
      • Role Play
        • 12-1 Why Me, Lord?
      • Cases
        • 12-1 First National Bank
        • 12-2 Romano Pitesti
        • 12-3 Sierra Chemical Company
    • Chapter 13 Motivating Salespeople
      • The President's Club
      • What Is Motivation?
      • Individual Needs
      • Sales Management in Action 13-1: The Chinese Needs Hierarchy
      • A Model of Motivation
      • Behavioral Self-Management
      • Quotas
      • Incentive Programs
      • Recognition Programs
      • Sales Management in Action 13-2: Why Incentive Plans Cannot Work
      • Ethical Situations
      • Role Play
        • 13-1 This Is Going to Cost Me My Job
      • Cases
        • 13-1 Vista Investments Canada Ltd.
        • 13-2 General Electric Appliances
        • 13-3 McGee Metals
    • Chapter 14 Compensating Salespeople
      • Goals Define Compensation Plans
      • Establish Objectives
      • Sales Management in Action 14-1: Designing Compensation Plans to Cut Turnover
      • Compensation Methods
      • Sales Management in Action 14-2: Rewards for Team Selling
      • Sales Management in Action 14-3: Dell's Drive for Profits
      • Setting Pay Levels
      • Expense Accounts and Fringe Benefits
      • Sales Management in Action 14-4: Controlling T&E by Computer
      • Assembling the Plan
      • Ethical Issues
      • Experential Exercise
      • Role Play
        • DEC Joins the Rest of the World
      • Cases
        • 14-1 D. H. Howden & Co. Ltd.
        • 14-2 Power & Motion Industrial Supply, Inc.
        • 14-3 Webb Testing
    • Chapter 15 Evaluating Sales Force Performance
      • Trends in Sales Force Productivity
      • Sales Performance Analysis
      • Sales Management in Action 15-1: Using Computers to Improve Productivity
      • Cost Analysis
      • Profitability Analysis
      • Sales Management in Action 15-2: Controlling Selling Costs
      • Fleet Car Management
      • Ethical Issues
      • Role Play
        • Which Profits?
      • Cases
        • 15-1 Paul Gordon Representatives, Inc.
        • 15-2 Capree Manufacturing, Inc.
        • 15-3 Dunker Company
    • Chapter 16 Evaluating and Controlling Salespeople
      • What Control Factors are Important?
      • Sales Management in Action 16-1: Rewarding Successful Salespeople
      • Current Evaluation Practices
      • Behavior-Based Control Systems
      • Results-Oriented Control Systems
      • Models Combining Input and Output Controls
      • Ethical Issues
      • Experiential Exercise
      • Role Play
        • I Know the Sales Figures Stink
      • Cases
        • 16-1 York Electronics
        • 16-2 Heating Appliances, Inc.
        • 16-3 Abbott, Inc.
        • 16-4 Sales Management Simulation
  • Appendix A Role Play Guidelines
  • Appendix B Getting a Job in Sales

Reviews

Sales Management

Reviewed by Roland Buresund

OK ***** (5 out of 10)

Last modified: March 25, 2012, 8:44 p.m.

Not really easy to read, but it contains what you need to know as a sales manager.

Comments

There are currently no comments

New Comment

required

required (not published)

optional

required

captcha

required