Sales Force Management

Dr. Johnston is Professor of Marketing at the Roy E. Crummer Graduate School of Business, Rollins College in Winter Park, Florida. He earned his Ph.D. in Marketing in 1986 from Texas A&M University. Prior to receiving his doctorate he worked in industry as a sales representative for a leading distributor of photographic equipment. His research has resulted in published articles in a number of professional journals such as Journal of Marketing Research, Journal of Applied Psychology, and Journal of Personal Selling and Sales Management and many others. He is also co-author of Sales Force Management 6E (Churchill, Ford, Walker, Johnston, Tanner) published by Irwin McGraw-Hill. He has been retained as a marketing consultant for firms in the personal health care, chemical, transportation, service, and telecommunications industries. A partial list of organizations that Dr. Johnston has conducted market research for in the past includes AT&T, American Airlines, Walt Disney World, and the American Red Cross. In addition, he has consulted on a wide range of issues involving strategic decision-making, quality assessment, market analysis, sales training, and international market decisions. Finally, he has conducted a number of seminars around the world on a variety of topics including motivation, managing turnover in the organization, sales training issues, ethical issues in marketing, and improving overall sales performance. Greg W. Marshall, Associate Professor of Marketing at the University of South Florida, Tampa, FL. Greg has 13 years of selling and sales management experience and when he left the field to teach in 1986, he was the manager of the top selling performing ales district in the United States. His research focuses on sales force selection, performance and evaluation, sales force diversity, decision making by marketing managers, and inter-organizational relationships. He is the Associate Editor of the Journal of Personal Selling & Sales Management and currently serves as Special Guest Editor for a JPSSM issue on 'Strategic Issues in Selling and Sales Management"

Chapter 1Overview of Sales Management and the Selling Environment Part One: Formulation of the Sales Program Chapter 2The Process of Buying and Selling Chapter 3Linking Strategies and the Sales Role in the Era of Customer Relationship Management Chapter 4Organizing the Sales Effort Chapter 5The Strategic Role of Information in Sales Management Part Two: Implementation of the Sales Program Chapter 6Salesperson Performance: Behavior, Role Perceptions, and Satisfaction Chapter 7Salesperson Performance: Motivating the Sales Force Chapter 8Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople Chapter 9Sales Force Recruitment and Selection Chapter 10Sales Training: Objectives, Techniques, and Evaluation Chapter 11Designing Compensation and Incentive Programs Part Three: Evaluation and Control of the Sales Program Chapter 12 Cost Analysis: Analyzing the Cost of Implementing CRM for Neobrands Chapter 13Behavior and Other Performance Analyses