University of Cebu-Banilad Library

Includes bibliographical references and index.

Part 1: Twenty-First Century sales force management -- Chapter 1: Introduction to sales management and its evolving rules -- Chapter 2: Managing ethics in a sales environment -- Chapter 3: Customer relationship management and building partnerships -- Part 2: Organizing and developing the sales force -- Chapter 5: Sales forecasting and budgeting -- Chapter 6: Sales force planning and organizing -- Chapter 7: Recruting and selecting the sales force -- Chapter 8: Time and territory management -- Part 3: Managing and directing sales force efforts -- Chapter 9: Sales force compensation -- Chapter 10: Training the sales force -- Chapter 11: Sales force leadership -- 12: Sales force motivation -- Part 4: Controlling and evaluating sales force performance -- Chapter 13: Sales volume, costs, and profitability analysis -- Chapter 14: Sales force performance evaluation -- Index.

"It is an exciting and challenging time to be—a sales manager! Sales managers and salespeople are facing more opportunities and challenges that at any time in the past. No jobs will be more important than sales of sales management in the effort to increase our global competitiveness. It's safe to say that successes of sales managers and sales people will affect not only their careers, but also the economic health of the United States.

Sales managers play pivotal, multifaceted roles in planning, organizing, managing, directing, and controlling the sales department of their organizations. They are virtually the only managers in the firm directly responsible for generating revenues and profits. Indeed, the sales manager's responsibility for managing the sales force and its interface with customers in possibly the most crucial of all functions in terms of determining the firm's success." --Preface

Adult

Donation Biore, Christopher College of Business and Accountancy Business / Management

Text in English