Sales Management

Third edition

by Bill Donaldson

Learning Objectives

Chapter 1: The role of selling

This chapter aims to:
  • help you understand the role of selling in the business and marketing context;
  • describe the environment in which modern selling takes place;
  • explain the significance and costs of the sales process to the organisation;
  • explain the role salespeople perform.

Chapter 2: Theories of buying and selling

This chapter aims to:
  • describe theories of selling and buying;
  • understand buyer behaviour;
  • provide examples of theories in practice.

Chapter 3: Types of selling

This chapter aims to:
  • examine the traditional classification of selling types;
  • describe a variety of sales jobs in today’s business environment;
  • consider the types of selling appropriate for different markets, customers and circumstances

Chapter 4: Salespeople and selling skills

This chapter aims to:
  • review previous work on the desirable characteristics of salespeople;
  • separate reality from myth in the ideal sales type;
  • identify personality, knowledge and skills required in different selling jobs;
  • evaluate the status position and role conflicts inherent in sales jobs;
  • make assessments of the key determinants in higher sales performers.

Chapter 5: Sales force organisation

This chapter aims to:
  • understand the principles of good organisational design and the difficulty with implementation in a sales context;
  • consider different types of sales force structure;
  • evaluate methods for calculating sales force size;
  • assess issues in sales territory deployment and prescribe sound principles for territory management.

Chapter 6: Technology and sales

This chapter aims to:
  • explain CRM and the importance of information in the sales process;
  • develop an understanding of sales information systems and sales force automation;
  • assess the efficacy of database marketing, telemarketing and the Internet;
  • comment on the development of e-commerce.

Chapter 7: Sales forecasting and setting targets

This chapter aims to:
  • help you realise the importance of sales forecasts and understand their use;
  • describe the process of forecasting and some of the techniques;
  • explain the connection between sales forecasts, sales budgets and sales targets;
  • illustrate the components in a sales budget;
  • consider the different ways of setting sales targets;
  • evaluate the options in sales targets both quantitative and qualitative.

Chapter 8: Selling in international markets

This chapter aims to:
  • help you realise the importance of sales forecasts and understand their use;
  • describe the process of forecasting and some of the techniques;
  • explain the connection between sales forecasts, sales budgets and sales targets;
  • illustrate the components in a sales budget;
  • consider the different ways of setting sales targets;
  • evaluate the options in sales targets both quantitative and qualitative.

Chapter 9: The selling process in practice

This chapter aims to:
  • review the four popular perspectives of selling;
  • understand the link between marketing strategy, segmentation and account management;
  • assess the importance of an integrated channel strategy;
  • show how the sales strategy can be implemented by studying the steps in the selling process reflecting current market changes;
  • be aware of legal restrictions impinging on the sales job.

Chapter 10: Recruitment and selection

This chapter aims to:
  • provide understanding of the importance of a planned approach to staffing the sales force;
  • help you compile a job specification and a job description for sales positions;
  • provide the means to evaluate the different sources of new recruits;
  • explore the problems in selection and with selection techniques;
  • assess current best practices in recruitment and selection.

Chapter 11: Training, coaching and leading the sales team

This chapter aims to:
  • understand why and when training is required;
  • appreciate the basics of good training programmes and how they might be delivered;
  • be able to evaluate the worth of sales training;
  • identify what is meant by leadership and to consider the different theories of leadership;
  • assess the relevance of different leadership styles in a sales management context;
  • assess how sales managers can coach salespeople and thus improve sales force job satisfaction and performance.

Chapter 12: Motivation and rewards

This chapter aims to:
  • consider appropriate levels, methods of payment and the role of financial incentives;
  • assess the trade-offs in higher levels of pay against the control of personal selling costs and their effect on performance;
  • understand what motivation is;
  • consider various theories of motivation and their relevance to selling jobs;
  • identify the link between motivation and job performance.

Chapter 13: Monitoring and measurement

This chapter aims to:
  • identify the most appropriate measures which can be used to evaluate salespeople and control sales force operations;
  • consider how evaluation can best be conducted and by whom;
  • understand how TQM and benchmarking can be applied to the sales process;
  • review the key determinants of sales force performance.

Chapter 14: Ethical issues in sales

This chapter aims to:
  • define ethics and the scope of ethical issues;
  • consider how ethics might affect sales operations;
  • evaluate ethical relationships between salespeople and the company, co-workers, customers and competitors;
  • suggest managerial guidelines for ethical behaviour in sales.