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Table of Contents
Part One — Strategic Planning
Chapter 1: Introduction to Sales Management
Chapter 2: The Sales Function and Multi-Sales Channels
Part Two — Sales Leadership
Chapter 3: Leadership and the Sales Executive
Chapter 4: Ethics, the Law, and Sales Leadership
Part Three —Analyzing Customers and Markets
Chapter 5: Business-to-Business (B2B) Sales and Customer Relationship Management
Chapter 6: Leveraging Information Technologies
Part Four — Designing and Developing the Sales Force
Chapter 7: Designing and Organizing the Sales Force
Chapter 8: Recruiting and Selecting the Right Salespeople
Chapter 9: Training and Developing the Sales Force
Part Five — Process Management
Chapter 10: Supervising, Managing, and Leading Salespeople Individually and in Teams
Chapter 11: Setting Goals and Managing the Sales Force’s Performance
Chapter 12: Motivating and Rewarding Salespeople
Part Six — Measurement, Analysis, and Knowledge Management
Chapter 13: Turning Customer Information into Knowledge
Chapter 14: Assessing the Performance of the Sales Force and the People Who Comprise It
Chapter 15: Internal and External Cultural Forces That Affect a Firm’s Sales Performance
Part Seven – Cases—there are 12 cases total. The exact order of cases and exact titles is still being determined—sample title:
Case 1 Wellco Distributors: Considering a Diversity Program