Sales Management ^{5th Ed.}

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

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