Advanced Sales Management Handbook and Cases: Analytical, Applied, and Relevant will fill the need in the market for a solid case work, role play, and activity book. It has been written by sales teaching professionals and sales executives. The life experiences of professionals with varied experiences will provide students with a solid foundation for learning. This will give college professors from around the world a better opportunity to ensure quality of learning. The book is intended to be supplemental to any other sales management text on the market, but could be used alone in an advanced sales management or marketing analytics course in which the students already have the base theoretical knowledge. The various cases, role plays, and experiential exercises in this book will follow the same topical structure of other sales management texts so that any sales management instructor can readily adopt this supplemental book. For many of the cases, actual data has been given so that students are required to use and understand analytical software.

Advanced Sales Management Handbook and Cases: Analytical, Applied, and Relevant will fill the need in the market for a solid case work, role play, and activity book. It has been written by sales teaching professionals and sales executives. The life experiences of professionals with varied experiences will provide students with a solid foundation for learning. This will give college professors from around the world a better opportunity to ensure quality of learning. The book is intended to be supplemental to any other sales management text on the market, but could be used alone in an advanced sales management or marketing analytics course in which the students already have the base theoretical knowledge. The various cases, role plays, and experiential exercises in this book will follow the same topical structure of other sales management texts so that any sales management instructor can readily adopt this supplemental book. For many of the cases, actual data has been given so that students are required to use and understand analytical software.

Easily accessible, real–world and practical, Dalrymple′s Sales Management 10e by Cron and DeCarlo introduces the reader to the issues, strategies and relationships that relate to the job of managing an effective sales force. With a lively and engaging style, this book places emphasis on developing a sales force program and managing strategic account relationships. With additional information on team development, diversity in the work force, problem–solving skills, and financial issues, this title provides a complete guide for taking student past the classroom and into a future career in sales management.

Updated throughout with new vignettes, boxes, cases, and more, this classic text blends the most recent sales management research with real-life best practices of leading sales organizations. The text focuses on the importance of employing different sales strategies for different consumer groups, and on integrating corporate, business, marketing, and sales strategies. It equips students with a strong foundation in current trends and issues, and equips them with the skills needed for the 21st century. Updates for this edition include: --New Opening Vignettes provide recent examples of leading sales organizations. --New Sales Management in the 21st Century boxes include new sales executives and personal comments. --New Ethical Dilemma boxes give students the opportunity to address important ethical issues, many as role-play exercises. --New and revised chapter cases with related sales management role-playing activities. --New and revised techniques in the Developing Sales Management Knowledge and Developing Sales Management Skills activities. --New or expanded coverage of social networking in recruiting and selecting; virtual sales training; promoting ethical behavior in sales organizations; compensation of sales managers; and how to optimize the use of sales contests. An instructor's manual with learning objectives, a test bank, PowerPoint presentation materials, and more is available online to adopters.

Dalrymple?s Sales Management arms sales managers with the tools to help their companies gain a competitive edge as well as acquire strategic advantages in their careers. With the tenth edition, they?ll find streamlined coverage for easier readability and retention. Numerous new cases have been added and several others have been significantly updated. The majority of case studies at the beginning of each chapter have been reworked. The authors also present new and expanded discussions on sales network, customer life time value, solutions selling, marketing-sales interaction, and marketing-sales shared responsibilities. This material will empower sales managers to build a sales force, manage strategic relationships, and motivate the sales team.

The Oxford Handbook of Strategic Sales and Sales Management is an unrivalled overview by leading academics in the field of sales and marketing management. Sales theory is experiencing a renaissance driven by a number of factors, including building profitable relationships, creating/delivering brand value, strategic customer management, sales and marketing relationships, global selling, and the change from transactional to customer relationship marketing. Escalating sales and selling costs require organisations to be more focused on results and highlight the shifting of resources from marketing to sales. Further the growth in customer power now requires a strategic sales response, and not just a tactical one. The positioning of sales within the organisation, the sales function and sales management are all discussed. The Handbook is not a general sales management text about managing a sales force, but will fill a gap in the existing literature through consolidating the current academic research in the sales area. The Handbook is structured around four key topics. The first section explores the strategic positioning of the sales function within the modern organisation. The second considers sales management and recent developments. The third section examines the sales relationship with the customer and highlights how sales is responding to the modern environment. Finally, the fourth section reviews the internal composition of sales within the organisation. The Handbook will provide a comprehensive introduction to the latest research in sales management, and is suitable for academics, professionals, and those taking professional qualifications in sales and marketing.

When to Hire—or Not Hire—a Consultant:Getting Your Money's Worth from Consulting Relationships is a hands-on, practical guide for anyone thinking about hiring a consultant to set strategy, solve problems, increase profits or revenue, develop new products, open new markets, or improve efficiency. Consulting is one of the fastest growing professions in the United States. According to the U.S. government, there were 719,000 consultants in the U.S. in 2010, and you can expect an additional 274,000 by 2020. Cloaked in “expert” status, consultants might seem to be the answer to many business problems. You call someone in to solve a particular problem or develop new markets, then send them away once the job is done—while reaping the benefits of their expertise. Consultants sometimes do work miracles, but once in a while they wreck a healthy business. And far too often, the benefits gained by calling in consultants disappear far too soon after they leave. Yet as return on investment (ROI) and accountability for results become bigger and bigger issues, business professionals in search of answers to performance or strategy challenges are turning more and more to outside guidance for help. Indeed, few businesses do not use some kind of consultant at some point in their existence. But how can you leverage the skills consultants can bring to the table without adding undue risk to your operations? How can you effectively manage the consultant relationship to get the greatest benefit for the least cost? What metrics can support your decision to hire—or not hire—a consultant? When should you use home-grown talent to solve problems instead? That’s what this book is all about. While there are a multitude of books on how to be a consultant, this is the first to help an executive determine when to hire one. You will learn strategies to decide when a consultant is needed and how to support that decision with hard evidence, how to select the right consultant, how to set clear expectations, and how to know when a consultant is either a valuable resource or a hindrance to the company’s success. The authors of this book bring together two opposing perspectives. Linda Orr has served as a consultant in many companies and situations, while Dave Orr has hired consultants many times. Together, they can help you make the most strategically and financially sound business decisions. This books shows you how to: Work through ROI and other issues to support a decision to hire a consultant. Maximize the benefits consultants can provide. Explore options other than hiring a consultant.

Market_Desc: Sales Managers Special Features: · Offers streamlined coverage for easier readability and retention· Includes numerous new and updated cases· Updates the majority of case studies at the beginning of each chapter· Presents new and expanded discussions on sales network, customer life time value, solutions selling, marketing-sales interaction, and marketing-sales shared responsibilities· Incorporates the latest findings in sales force management research About The Book: Dalrymple's Sales Management arms sales managers with the tools to help their companies gain a competitive edge as well as acquire strategic advantages in their careers. With the tenth edition, they'll find streamlined coverage for easier readability and retention. Numerous new cases have been added and several others have been significantly updated. The majority of case studies at the beginning of each chapter have been reworked. The authors also present new and expanded discussions on sales network, customer life time value, solutions selling, marketing-sales interaction, and marketing-sales shared responsibilities. This material empowers sales managers to build a sales force, manage strategic relationships, and motivate the sales team.