| Description |
xv, 299 pages : illustrations ; 23 cm |
| Series |
The Marketing series |
|
Marketing series (London, England)
|
| Contents |
Machine derived contents note: preface to the second edition -- Introduction: The Changing Nature of Organisations -- Part 1: The Transition From Selling To Managing -- I Criteria for Promotion -- Qualities essential for success as a manager -- Making the decision - commitment -- The super manager -- 2 Maximising the Selector's Chances of Success -- Will they make it? -- What can they do apart from sell? -- The filter factor -- Why all this trouble? -- Summary -- 3 The Sales Manager's Job -- The sales manager's checklist -- Basic role of the sales manager -- Summary -- 4 Seven Key Functions of Sales Management -- Planning -- Organising the sales force -- Recruitment of sales people -- Staffing the sales Organisation -- Training and developing job skills -- Motivating the sales force -- Controlling the sales operation -- Monitoring for success -- Summary -- 5 Leadership -- What is a leader? -- No one is perfect! -- Qualities of leadership -- Leadership skills -- The boss and the leader -- Self-programming for leadership -- Summary -- 6 Motivating and Developing the Team -- People developers -- Summary -- 7 How to Obtain Maximum Job Satisfaction -- Summary -- 8 Managing and Working Relations -- Relations with superiors -- Relations with equals -- Relations with subordinates -- Managing upwards -- Managing the junior management team -- Working with women -- Summary -- 9 Managing Time -- The time trap -- Delegation -- The Strafford/Grant approach to delegation -- Twelve steps in successful time management -- The value of a good secretary -- Part 2: Creating And Building An Effective Sales -- Organisation -- 10 Sales Organisation, Audit and Evaluation -- Principles of Organisation -- Need for stability with flexibility -- Evaluation of needs -- Writing the plan -- Conclusion -- 11 Marketing and the Role of the Field Sales Force -- What is marketing? -- The marketing system -- Role of the sales force -- Conclusion -- 12 Organising the Sales Force -- Defining the market -- What type of sales force do you need? -- Segmentation -- Plan of action -- Conclusion -- 13 More Concerning Structure -- 'By territory' organisation -- 'By product' Organisation -- 'By market' Organisation -- 'By customer' Organisation -- Multiple activity sales force -- Designing the individual territories -- Stable but flexible -- Conclusion -- 14 importance of the Field Sales Manager -- Stages of growth and the field sales manager -- Defining the FSM -- Field sales management and supervision -- Supervisor training -- Supervisor's remuneration -- An eight-point plan for the sales manager -- Importance of the supervisor as a field executive -- Summary -- 15 The Role of the Sales Office -- Functions of a sales office -- 16 Sales Office Procedures and Methods -- 17 Designing Forms -- General considerations -- The mechanics -- The printer -- Final hints -- Part 3: Manning And Staffing Your Organisation -- 18 Job Analysis and Description -- Specimen job description -- 19 The Person Profile -- Physical make-up -- Attainments -- General intelligence -- Special aptitudes -- Interests -- Disposition -- Circumstances -- 20 Sources for Staff -- The intensive search programme -- Internal applicants -- Advertising -- Selection consultants -- Headhunters -- Employment agencies -- Educational establishments -- Armed forces -- Professional bodies -- Government job centres -- 21 Pre-Interview Activity -- Application form -- Dealing with 'phone ins' -- Writing to candidates -- Dealing with the paperwork -- The vital five minutes before the interview -- Psychometric testing -- 22 The Selection Interview -- Aims -- Structure -- The seven deadly sins of interviewing -- Testing and checking -- Group selection techniques -- 23 The Final Decision and Action -- Contract of employment -- Conclusion -- Action checklist -- Part 4: Training And Developing The Sales Force -- 24 The Need for Training -- 25 Formal Training -- Defining programme objectives -- The pupils -- The syllabus -- The teachers -- The methods -- Length of training -- Locations -- Motivation and measurement -- Induction training -- 26 The Use and Selection of Training Consultants -- Choosing the consultant -- Conclusion -- 27 Field Training -- Aims -- Trainer's role -- Content of field training day -- Field training assessment forms -- 28 Training the Trainer/ Field Sales Manager -- Part 5: Controlling Your Sales Operation -- 29 Concept of Control -- Nature of control -- Standards -- Collecting the information -- Analysis of variances -- Corrective action -- Designing and implementing an effective reporting system -- Relation between planning and control -- 30 Setting Goals -- Step by step -- Goals are a must -- Sales activity equals sales results -- Management by objectives -- 31 The Saks Process -- Merchandising -- Average values -- Professional selling -- Appendices 1-22 -- Summary -- Part 6: Motivating Your Sales Organisation -- 32 Motivation -- By definition and responsibility -- In practice -- 33 Theories of Motivation -- Maslow - the father of modem motivation -- Herzberg - action caused by desire -- McGregor - the theory of X and Y -- 34 The Hygiene Factors -- Company policy and administration -- Working conditions -- Salary -- Technical supervision and interpersonal relations -- 35 The Motivators -- Achievement -- Recognition for achievement -- Meaningful and interesting work -- Increased responsibility -- Growth and advancement at work -- Counselling -- Summary -- 36 Coping with Troughs and Levels -- Troughs -- Levels -- 37 Who Motivates the Motivator? -- Checklist for self-motivation -- Part 7: Communications -- 38 Communicating with Your Sales Force -- Your sales forces is out on a limb -- The plumber versus bureaucracy -- 39 The Nature of Communication -- Rules of good communication -- 40 Sales Meetings -- Objectives of meeting -- The agenda -- Checklist for a good meeting -- Power and the glory -- Suggested topics for presentations -- Summary -- 41 The Printed or Written Word -- Sales bulletins and newsletters -- Correspondence -- 42 The Infernal Telephone and Other Machines -- 43 The Sales Conference -- Specialist speakers -- Working within a limited budget -- 44 Dealer Meetings -- Part 8: What Of The Future? -- 45 Your Personal Role in the Community -- 46 Staying Abreast of Change -- Impact of the micro-chip -- When to change? -- 47 Your Personal Development -- The nature of management -- Decision-making -- Maintaining your own motivation -- Further reading -- Index |
| Notes |
"Published on behalf of the Chartered Institute of Marketing"--T.p |
| Bibliography |
Includes bibliographical references (page 296) and index |
| Subject |
Sales management.
|
| Author |
Grant, Colin (F. Colin)
|
|
Institute of Marketing.
|
| LC no. |
93172303 |
| ISBN |
0750608552 |
|
