Sales Force Management

Mark W. Johnston is the Alan and Sandra Gerry Professor of Marketing and Ethics at Rollins College, USA. He is the co-author, with Greg W. Marshall, of Contemporary Selling, 5h edition, published by Routledge and the forthcoming Routledge Companion to Selling and Sales Management. Greg W. Marshall is the Charles Harwood Professor of Marketing and Strategy at Rollins College, USA. He is the co-editor, with Mark W. Johnston, of Contemporary Selling, 5h edition, published by Routledge and the forthcoming Routledge Companion to Selling and Sales Management.

1. Introduction to Sales Management in the Twenty-First Century  Part One Formulation of a Sales Program  2. The Process of Selling and Buying  3. Linking Strategies and the Sales Role in the Era of CRM & Data Analytics  4. Organizing the Sales Effort  5. The Strategic Role of Information in Sales Management  Part Two Implementation of the Sales Program  6. Salesperson Performance: Behavior, Role Perceptions, and Satisfaction  7. Salesperson Performance: Motivating the Sales Force  8. Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople  9. Sales Force Recruitment and Selection  10. Sales Training: Objectives, Techniques, and Evaluation  11. Salesperson Compensation and Incentives  Part Three Evaluation and Control of the Sales Program  12. Cost Analysis  13. Evaluating Salesperson Performance