图书简介
Sales Management is a composite textbook designed to meet the requirements of management students specializing in Marketing.
馆藏图书馆
Harvard Library
Part I- Personal Selling; 1 : An Introduction to Personal Selling; 1.1 Personal selling: Concept, Meaning and Definition; 1.2 The Importance of Personal Selling In Communication Mix; 1.3 Salesmanship; 1.4 Objectives of personal selling; 1.5 Essentials of Effective Personal Selling; 1.6 a Advantages of Personal Selling; 1.6 b Limitations of Personal Selling; 1.7 Role of personal Selling in Marketing; 1.8 Traditional Selling Approach; 1.9 Modern Selling Approach; 1.10 Types of Selling; 1.11 Sales as a profession; 1.12 Ethics in Selling; 2 : Personal Selling: Approaches and Strategies; 2.1 Selling Approaches: A Theoretical Perspective; AIDAS Approach, Right Set of Circumstances Approach, Buying Formula Approach, Behavioral Equation Approach, Need-Satisfaction Approach, Consultative Approach of Selling: Customer Relationship Based Approach, Problem Solving Approach.Team Selling Approach; 2.2 Personal Selling: Buyer-Seller Dyad; 2.2a: Factors Influencing Buying-selling dyad; 2.2b: Determinants of Seller-Buyer Dyad; 3 : Personal Selling process; 3.1 Selling Process: A Stepwise Approach; 3.2 Prospecting: Meaning, Objectives and Sources; 3.3 Pre-Approach: A Step towards Sales Panning; 3.4 Approach: Dos and Don’ts; 3.5 Approaching Techniques; 3.6 Customer’s Need Discovery: A Prime Concern for Selling; 3.7 Sales Presentation: Scopes and Methods; 3.8 Handling Objections: A Natural Experience in Selling; 3.9 Handling Objections: Coping Strategies; 3.10 Closing the sale; 3.11: Follow up After Sales: Importance and Methods; Part II: Organization of Sales Force Functions; 4 : Sales Force Management; 4.1 Sales Management: An Introduction; 4.2 Functions of Sales Management: A Review; 4.3 Sales Planning: An Environmental Perspective; 4.4 Planning Sales Operations: A Useful Guideline; 4.5 Strategic Planning: A Building Block to Sales Management; 4.6 Sales Management and Sales Managers: A Function-Task Dyadic Relationship; 5 : Sales Organization; 5.1 Sales Organization: Meaning, Purposes and Types; 5.2 Sales Organization: A Structural Perspective; 5.3 Criteria and Principles of developing a Sales Organization; 5.4 Organizing the Sales force: A Description; 5.5 Determining the Size of the Sales Force: A Methodological study; 5.6 Managing the Sales force: A Functional Orientation; 5.7 Integrating the sales force within the organization: A Need Based Approach; 5.8 Sales Organization: Few Contemporary Issues; 6 : Sales Territory; 6.1 Sales Territory: Meaning and Definition; 6.2 Objectives, Benefits and Imperatives of Sales territory; 6.3 Management of Sales Territory; Part III: Managing the sales team; 7 : Sales persons and Sales Managers: Role and Responsibility; 7.1 Sales person: a critical human Resource; 7.2 Role of a sales person; 7.3 Duties and Responsibilities of Sales Persons; 7.4 Qualities of a Sales Person; 7.5 A Profile of Sales manager; 7.6 Role of a Sales Manager; 7.7 Duties and responsibilities of Sales managers; 7.8 Skills of Sales Managers; 8 : Sales Force Recruitment; 8.1 Recruitment: Meaning and Conception; 8.2 Job Analysis: A Prerequisite for Recruitment; 8.3 Job Analysis: A Prerequisite for Recruitment; 8.4 Job Description and Job Specification: A Reference to Sales personnel; 8.5 Sources of Sales Recruits; 9 : Sales Force Selection; 9.1 Selection: An Introduction; 9.2 Selection Process: A stepwise Journey; 9.3 Interviews: The Backbone of Selection Process; 9.4 Guidelines for selection: Important Issues; 9.5 A Schema of The Interviews Process; 9.6 Psychological Tests: A critical Step in Selection; 9.7 Reference Checks, medical Examinations and Job Offer: Essential Formalities of Selection; 9.8 Socialization: an Imperative; 10 : Sales Training; Sales Force Training: Concepts, Definitions and Objectives; 10.2 Sales force Training: A Strategic Orientation; 10.3 Benefits of Sales Training at a Glance; 10.4 Sales Training: A Procedural Discourse; 10.5 Types of Training: An Overview; 10.6 Training Methods: A Detailed Illustration; 11 : Sales Force Motivation; 11.1 Motivating Sales Persons: Objectives and Benefits; 11.2 Need: Mother of Motivation; 11.3 Motivation: A Strategic Push to Influence Sales Persons; 11.4 Motivation Theories: Its Applications to Sales force Motivation; 11.5 Stress and Motivation in a Sales person’s Life; 12 : Directing the Sales Force; 12.1 Direction: Concept and Understanding; 12.2 Leadership: A Conceptual Clarification; 12.3 Leadership and Motivation; 12.4 Qualities of a sales Leader; 12.5 Leadership Theories at a Glance; 12.6 Highlight of the Leadership Theories: A Practical Approach; 13 : Sales Force Compensation; 13.1 Compensation: Concept, Definition and Types; 13.2 Sales Force Compensation Plan: An Illustration; 13.3 Factors Influencing Compensation Plan; 13.4 Criteria for a Sound Compensation Scheme; 13.5 Aims and Characteristics of a Compensation Plan: A Strategic Initiative; 13.6 Steps in Compensation Plan: A Developmental Process; 13.7 Methods of compensation:; 13.8 Compensation Schemes: A Non-Financial Approach; 13.9 Strategic Compensation System (SCS): An Imperative to Sales Force Management; 14 : Sales Force Performance; 14.1 Performance Appraisal: Concepts, Definitions and Objectives; 14.2 Performance Appraisal: Criteria and Benefits; 14.3 Steps in Sales Force Performance Appraisal: An Elaboration; 14.4 Sales force Control: A Necessary Adjunct of Performance Appraisal; 14.4a Sales audit 14.4b Management Information System 14.4c Management by Exceptions; 14.5 Performance Appraisal Methods: A special reference to sales force; 14.6 Managing Sales Performance: Contemporary Issues; Part IV: Financial aspects of Sales; 15 : Sales Budgeting and Forecasting; 15.1 Sales Budget: An Introductory Approach; 15.2 Sales Budget: Basic Approaches; 15.3 Sales Budgets: Features, Objectives and Benefits; 15.4 Factors Influencing Sales Budgets; 15.5 Steps in determining Sales budget; 15.6 Methods of Determining Sales Budgets; 15.7 Sales Forecasting: A Preliminary Introduction; 15.8 Sales Forecasting: Factors and Fundamentals; 15.9 Approaches of Sales forecasting; 15.10 Methods of Sales forecasting; 16 : Sales and Cost Analysis; 16.1 Sales analysis: Concepts and Features; 16.2 Sales Analyses at Individual Units: A Review; 16.3 Methods of Sales Analysis: A Concise Description; 16.4 Sales Quota: A Tool for sales Analysis; 16.5 Methods for setting Sales Quota; 16.6 Cost analysis: Concepts and Objectives; 16.7 Cost Control: An Important Objective of Cost Analysis; 16.8 Methods of Cost Analysis; Part V: Strategy and Modern Approaches; 17 : Sales Strategy; 17.1 Strategic Orientation of Selling: An Introduction; 17.2 Environmental Analysis: A Prerequisite for Strategic Plan; 17.3 Sales Strategies: Some Common drivers; 17.4 Steps in Strategic Sales management; 17.5 Understanding Competition: Essential for Selling Strategy; 17.6 Marketing Strategy: A Trigger of Sales Strategy; 17.7 Sales Strategy: Focus on Customer Relationship; 17.8 Sales Strategy: Distribution as an Implementation Channel; 17.9 Sales Strategy: Social Responsibility Issues; 17.10 Customer Relations: A Customer Retention Strategy; 18 : Selling under Globalization and Modern Approaches; 18.1 Dynamics of Selling: Tracing its Traditional Root; 18.2 Forces of Orientation: Traditional to Modern Selling; 18.3 E-Commerce: A Digital Route to Contemporary Personal selling; 18.4 Benefits of E-commerce; 18.5 Limitations of E-commerce; 18.6 Web Based Selling: Concepts and Applications; 18.7 Social Media: A New Vista to Modern selling
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