Selling and Sales Management

Name: Selling and Sales Management
Price: 4390 ISK
Availability: InStock
Author: David Jobber; Geoffrey Lancaster; Kenneth Le Meunier-Fitzhugh
ISBN: 9781292463261

Höfundar: David Jobber; Geoffrey Lancaster; Kenneth Le Meunier-Fitzhugh (Útgáfa: 12)

Kaup valmöguleikar

The definitive text that connects sales theory to the practical implications of selling in today's world Selling and Sales Management, 12th Edition, by Jobber, Lancaster, and Le Meunier-FitzHugh provides an integrated and strategic approach to managing sales and customer relations in a complex, volatile, and global marketplace. Fully updated with the latest case studies and practical exercises, the new edition covers leading research into the use of technology to enhance the selling process, as well as recent thinking in customer relationship management and the interactions between sales and marketing functions.

The text is well-suited for undergraduate and postgraduate students in business management or marketing degrees, as well as those studying for an MBA or sales professionals in the field. The new edition offers: Expanded coverage of the management of sales channels Updated content on the role of social media and artificial intelligence in selling A fully revised chapter on sales management Increased coverage of strategic selling and partnering Discussion on the interactions between sales and marketing functions Extended discussion on customer management New and updated practical illustrations, examples, and cases

Nánar um bókina

Útgefandi: Pearson International Content

ISBN: 9781292463261

Print ISBN: 9781292731407

Format: ePub

Útgáfa: 12

Höfundar: David Jobber; Geoffrey Lancaster; Kenneth Le Meunier-Fitzhugh

Tungumál: English

Útgefið: 2024-09-03

Prent takmörkun á líftíma: 100

Prent takmörkun: 2

Afritunar takmörkun: 2

Flokkar: Viðskiptafræði

Efnisflokkar: Viðskipti og hagfræði › Almennt

Kaflar

Cover
Cover
Prelims
Pearson Mission Statement
Title Page
Copyright
Brief contents
Contents
List of figures
List of tables
About the authors
Preface
Acknowledgements
Part One Sales perspective
Part One Sales perspective
Chapter 1 The role of selling
Chapter 1 The role of selling
Objectives
Key concepts
1.1 Background
1.2 Nature and role of selling
1.3 Characteristics of modern selling
1.4 Success factors for professional salespeople
1.5 Types of selling
1.6 Image of selling
1.7 The nature and role of sales management
1.8 Sales and marketing orientations
1.9 Conclusions
Practical Exercise: Kennelworth Publications Ltd: Preparing to sell
Chapter 2 The marketing concept
Chapter 2 The marketing concept
Objectives
Key concepts
2.1 The marketing concept
2.2 The marketing mix
2.3 The marketing mix in B2C markets
2.4 The marketing mix in B2B markets
2.5 Relationship between sales and marketing
2.6 Conclusions
Practical Exercise: Cato Lifts Ltd
Chapter 3 Sales and marketing planning
Chapter 3 Sales and marketing planning
Objectives
Key concepts
3.1 Sales and marketing planning
3.2 The planning process
3.3 Marketing planning
3.4 Generating and selecting strategies
3.5 Selling in the marketing plan
3.6 Influence of marketing plan on sales activities: strategies and tactics
3.7 Conclusions
Practical Exercise: Ask Electronics Ltd: Integrating online and offline sales
Part Two Sales Environment
Part Two Sales environment
Chapter 4 Consumer and organisational buyer behaviour
Chapter 4 Consumer and organisational buyer behaviour
Objectives
Key concepts
4.1 Differences between consumer and organisational buying
4.2 Consumer buying behaviour
4.3 The consumer decision-making process: how they buy
4.4 Factors affecting the consumer decision-making process
4.5 Organisational buyer behaviour
4.6 Factors affecting organisational buyer behaviour
4.7 Developments in purchasing practice
4.8 Conclusions
Practical exercise: The lost sale
Chapter 5 Sales contexts
Chapter 5 Sales contexts
Objectives
Key concepts
5.1 Environmental, technological and managerial forces that impact on sales
5.2 Sales channels
5.3 Inbound and outbound telesales
5.4 Selling to public organisations
5.5 Selling services
5.6 Sales promotions and exhibitions
5.7 Conclusions
Practical exercise: Get It There!: Tech start-up
Chapter 6 International selling
Chapter 6 International selling
Objectives
Key concepts
6.1 International context
6.2 Economic aspects – globalisation
6.3 International trade at company level
6.4 Cultural factors in international selling
6.5 Organisation for international selling
6.6 Pricing and international costs
6.7 Japan – a study in international selling
6.8 Conclusions
Practical exercise: Selling in China
Part Three Sales practice
Part Three Sales practice
Chapter 7 Sales responsibilities and preparation
Chapter 7 Sales responsibilities and preparation
Objectives
Key concepts
7.1 Sales responsibilities
7.2 Acquiring new customers
7.3 Managing the sales pipeline
7.4 Customer databases and customer relationships
7.5 The selling process
7.6 Legal aspects of selling
7.7 Conclusions
Practical exercise: The O’Brien Company
Practical exercise: Presenting New Standa Plus: The final word in hydraulic braking systems?
Chapter 8 Personal selling skills
Chapter 8 Personal selling skills
Objectives
Key concepts
8.1 Introduction
8.2 The opening
8.3 Need and problem identification
8.4 The presentation and demonstration
8.5 Dealing with objections
8.6 Negotiation
8.7 Closing the sale
8.8 Follow-up
8.9 Recent developments in sales techniques
8.10 Conclusions
Practical exercise: Mordex Photocopier Company
Practical exercise: Supermarket versus superbrand: Cooperate to compete
Chapter 9 Relationship selling
Chapter 9 Relationship selling
Objectives
Key concepts
9.1 Customer relationships
9.2 Developing a customer orientation
9.3 The growth of relationship marketing
9.4 From relationship marketing to relationship selling
9.5 Tactics of relationship selling
9.6 Conclusions
Practical exercise: Microcom
Chapter 10 Key account management
Chapter 10 Key account management
Objectives
Key concepts
10.1 What is key account management?
10.2 Advantages and dangers to sellers of key account management
10.3 Advantages and dangers to customers of key account management
10.4 Deciding whether to use key account management
10.5 Criteria for selecting key accounts
10.6 The tasks and skills of key account manager
10.7 Key account management relational development model
10.8 Global account management
10.9 Building relationships with key accounts
10.10 Key account information and planning system
10.11 Key success factors for key account management
10.12 Conclusions
Practical exercise: Cloverleaf plc
Chapter 11 Selling through technology
Chapter 11 Selling through technology
Objectives
Key concepts
11.1 The use of technology in sales
11.2 What is direct selling?
11.3 Using databases to target customers
11.4 The development of sales force automation
11.5 Managing direct online sales
11.6 Social media and selling
11.7 Sales and AI
11.8 Conclusions
Practical exercise: ASOS: Selling online fashion
Part Four Sales management
Part Four Sales management
Chapter 12 Sales management and customer relationship management
Chapter 12 Sales management and customer relationship management
Objectives
Key concepts
12.1 Sales management
12.2 Ethical issues
12.3 Leadership training
12.4 Sales and marketing relationships
12.5 Strategic customer management
12.6 Managing the customer portfolio
12.7 The impact of the internet on sales management
12.8 CRM systems
12.9 Conclusions
Practical exercise: Gardnov Ltd
Chapter 13 Structuring the sales force and rewards
Chapter 13 Structuring the sales force and rewards
Objectives
Key concepts
13.1 Organisational structure
13.2 Determining the number of salespeople
13.3 Establishing sales territories
13.4 Compensation
13.5 Conclusions
Practical exercise: Rovertronics
Practical exercise: Silverton Confectionery
Chapter 14 Recruitment and selection
Chapter 14 Recruitment and selection
Objectives
Key concepts
14.1 The importance of selection
14.2 Preparation of the job description and specification
14.3 Identification of sources of recruitment and methods of communication
14.4 Designing an effective application form and preparing a shortlist
14.5 The interview
14.6 Supplementary selection aids
14.7 Conclusions
Practical exercise: Creative Media TV
Practical exercise: Plastic Products Ltd
Chapter 15 Motivation and training
Chapter 15 Motivation and training
Objectives
Key concepts
15.1 Motivation
15.2 Leadership
15.3 Training
15.4 Conclusions
Practical exercise: Selling craft chocolate – role play
Chapter 16 Sales forecasting and budgeting
Chapter 16 Sales forecasting and budgeting
Objectives
Key concepts
16.1 Purpose
16.2 Planning
16.3 Levels of forecasting
16.4 Qualitative techniques
16.5 Quantitative techniques
16.6 Budgeting – purposes
16.7 Budget determination
16.8 The sales budget
16.9 Budget allocation
16.10 Conclusions
Practical exercise: Classical Reproductions Ltd
Practical exercise: A recipe for success
Chapter 17 Sales force evaluation
Chapter 17 Sales force evaluation
Objectives
Key concepts
17.1 The sales force evaluation process
17.2 The purpose of evaluation
17.3 Setting standards of performance
17.4 Gathering information
17.5 Measures of performance
17.6 Appraisal interviewing
17.7 Conclusions
Practical exercise: Alternative Tyres Ltd
Appendix: Case studies and discussion questions
Appendix: Case studies and discussion questions
Case study 1: Mephisto Products Ltd
Case study 2: Auckland Engineering plc
Case study 3: Game The Work: Serious games for serious results
Case study 4: Lloyds Banking Group: Corporate events as a sales tool
Case study 5: Tourism Concern™: The relevance of selling and sales management to non-profit organisations
Case study 6: Yee Wo Plastic Piping Components Ltd
Case study 7: Quality Kraft Carpets Ltd