Sales Management Text Book

31451_14_index.qxd 15/03/05 18:33 PM Page 427 Index 427 and salespeople, information and Nike, 142 Optimus Solutions, 195 skills of, 234 Noncompensation rewards, 217 Oracle, 13 Nonfinancial compensation, Order-getters, 42 and salespeople, needs of, 234 Order-takers, 42–43 self-esteem and, 234 224–225 Organizational buyer behavior, See also Reward systems job security and, 225 Motorola, 132, 165, 249, 277 opportunity for personal growth 61–63, 61 (exhibit) Moving averages, 118–119, 119 buying center and, 62 and, 224–225 buying needs and, 62–63, 63 (exhibit), 125 (exhibit) opportunity for promotion strengths and weaknesses of, 125 (exhibit) and, 224 buying process and, 62 (exhibit) recognition and, 225 buying situation and, 61–62 Multibusiness, multiproduct firms, recognition programs and, 225, Organizational strategy, 50, 50 strategy levels for, 50 225 (exhibit) (exhibit) Murphy, Bob, 195 sense of accomplishment and, 224 business level and, 53–54 Mutual of Omaha, 140 Nonrole act, 203, 204 (exhibit) corporate level and, 50–53 Northwestern Mutual Financial at DuPont, 51 N at IBM, 79–80 Network, 139–140, 146 integration of, 51 Nalco, 8–9 Norway, 231 marketing level and, 54–59 NAM. See National account Norwest, 249 salesforce size and, 98 Noxell Corporation, 171 sales level and, 59–60, 63–72 management Numerical scale reference rating, Original equipment manufacturers National account management 148 (exhibit) (OEM), 61 (NAM), 89 Orion International, 71 National Cash Register Company O Outcome-based perspective, (NCR), 21 Objective and task method, 257 salesperson performance National Manufacturers Association Objective-setting methods evaluation and, 275–277, 276 (exhibit) Conference, 71 management by objectives and, Outcome bias, salesperson perform- National sales managers, positions 290 ance evaluation and, 292 Outcome feedback, 198 and activities of, 187–188, 188 quotas and, 290, 290 (exhibit) Outside training programs, 171, (exhibit) salesperson performance evaluation 172 (exhibit) National Semiconductor, 66–67 Outsourcing, salesforce size and, NBC, 164, 229 and, 286 (exhibit), 290–291 101–102 NCR. See National Cash Register Observation, sales training needs Owens Corning, 165, 178 Company NEC, 69 assessment and, 163 P Nedrich, Mary Kay, 2 Occupational Outlook Handbook Needs assessment, 162–163. See Palmisano, Sam, 79 also Sales training needs (U.S. Department of Labor), 44 Partnership relationship, 64–65, 64 assessment OEM. See Original equipment Need satisfaction selling, 28–29, (exhibit), 65 (figure), 66 (exhibit) 29 (figure) manufacturers Patterson, John H., 21 relationship strategy and, 66, 66 OJT. See On-the-job training Paxar, 164 (exhibit) Omni Oral Pharmaceuticals, 174 PeopleClick, 139 Netopia, 234 Online recruitment, 138–139 People issues NetReflector, 251 On-the-job training (OJT), NetWorld-Interprop Conference, 71 salesforce deployment and, New task buying situation, 61 172–173 107–108 The New York Times, 138 job rotation and, 173 New Zealand, 231 mentors and, 172–173 salesforce size and, 108 Niche strategy, 53, 54 (exhibit) Opportunity for advancement, 39–40 Opportunity for personal growth, 224–225 Opportunity for promotion, 224, 234

31451_14_index.qxd 15/03/05 18:33 PM Page 428 428 Index PeopleSoft, 13 ranking methods and, 286 origins of, 20 Percentage of sales method, 257 (exhibit), 289–290, 289 (exhibit) personal communication and, Performance results criteria and, 278 (figure), 56, 56 (figure) and sales organization effectiveness, 280–284, 280 (exhibit) problem-solving selling and, 245–246, 246 (figure) software programs and, 289 29–30, 29(figure) See also Performance evaluation team performance and, 293–294, stimulus response selling and, Performance bonuses, 222 Performance evaluation, 271–272 294 (exhibit), 295 (exhibit) 26–27, 27 (figure) 360-degree feedback and, target market and, 57, 57 (figure) at Allied Office Products, 273 transaction-based vs. approaches to, 272–275, 275 273–275, 274 (exhibit) Performance information, use of, relationship-based, 25, 26 (exhibit) (exhibit) behavioral criteria and, 277, 278 295, 296 (exhibit), 297 Personal selling jobs Performance Learning System, 10 in combination sales jobs, 43 (exhibit), 278 (figure), 279 Performance management, 275 in direct-to-consumer sales, 43 behaviorally anchored rating scales in existing businesses, 42–43 total quality management in inside sales, 43 and, 286 (exhibit), 291, and, 275 in new businesses, 42 292 (exhibit) in sales support, 41–42 behavior-based perspective and, Performance Now! (software types of, 41–43 275–277, 276 (exhibit) program), 289 Persuader, 168 (exhibit) bias and, 291–292 Persuasion, influence strategies at City Wholesale, 271 Performance problems, manage- and, 196 criteria for, 277–285, 278 (figure) ment actions and, 295, 296 Pfizer Animal Health Care, 123 feedback and, 273–275 (exhibit), 297 Pfizer Inc., 198 graphic rating/checklist methods Pharmaceutical industry, 12, 98 and, 286–287 (exhibit), Performance testing, 163 Physical examination 286–289, 286 (exhibit) Persistence, motivation and, 216 communicable disease testing guidelines, 292, 293 (exhibit) Personal communication, 56, 56 and, 147 at KV Pharmaceutical Inc., 285 drug testing and, 147, 149 legal issues and, 292, 293 (figure). See also evaluation and hiring and, (exhibit) Communication 147, 149 methods of, 286–291, 286 (exhibit) Personal growth opportunity, Pioneers, 42 objective-setting methods and, 224–225 Planned earnings, 219 286 (exhibit), 290–291 Personal habits, background investi- Planning activities outcome-based perspective and, gation and, 148 (exhibit) job analysis and, 133 275–277, 276 (exhibit) Personal selling job description and, 134, outcome bias and, 292 adaptive selling and, 25 135 (exhibit) and performance information, advantages and disadvantages job qualifications and, 133–134 use of, 295, 296 (exhibit), 297 of, 56–57 recruitment and selection performance management approaches to, 25–30 and, 132–136 approach to, 275 business marketing and, 57, 57 recruitment and selection and performance problems, (figure) objectives for, 134 management actions and, 295, consultative selling and, 25, 30 recruitment and selection strategy 296 (exhibit), 297 contributions of, 23–25 for, 134–136 and poor performance, causes of, defined, 2, 19 Planning and control unit 295, 296 (exhibit), 297 evolution of, 19–22, 23 (exhibit) opportunity of, 104–105, 104 professional development criteria marketing communication and, (exhibit) and, 278 (figure), 279–280, 56, 56 (figure), 57 (figure) selection of, 104, 105 (figure) 279 (exhibit) marketing mix and, 57–58, Plaques, as incentive reward, 216 profitability criteria and, 278 58 (exhibit) (exhibit) (figure), 284, 285 (exhibit) market strategy and, 55, purpose of, 272 55 (figure) mental states selling and, 27–28, 28 (exhibit) need satisfaction selling and, 28–29, 29 (figure)

31451_14_index.qxd 15/03/05 18:33 PM Page 429 Index 429 Plato, 20 Profitability analysis, 258–262, Recruitment Poor performance, causes of, 259 (exhibit) advertisements and, 138, 138 (exhibit) and salesperson performance activity-based costing and, 260 career fairs and, 140 evaluation, 295, 296 income statement analysis and, colleges and universities and, (exhibit), 297 139–140 Portfolio models, allocation of 258–259 computerized matchmaking selling effort and, 94 (figure), return on assets managed and, services and, 140 95, 96 (figure) computer rosters and, 140 Positions and activities, in sales, 260–262, 262 (exhibit) defined, 132 187–189, 188 (exhibit). See Profitability criteria, 278 (figure), employee referral programs also specific positions and and, 137 activities 284, 285 (exhibit) external sources and, 138–140 Power Profit contribution, 259 finder’s fee and, 137 sales leadership and, 190, Progressive rate, 221 internal sources and, 137–138 190 (figure), 191–192 Promises, influence strategies internships programs and, types of, 191 139–140 Pre-Paid Legal Services, 201 and, 196 online, 138–139 Prestige, 40 Promotion opportunity, 224 private employment agencies Prince, Chip, 271 and, 139 Private employment reward and motivation and, 234 professional societies and, 140 agencies, 139 Psychic bonding, 199 See also Recruitment and selection Problems Publicity, 2 anticipation of, and leadership Public trust, sales professionalism Recruitment and selection, skills, 193–194 129–130 in sales leadership, 204–207 and, 22 Problem-solving selling, 29–30, Purchasers, buying center and, 62 cost of, 130 29 (figure) discrimination in, 150 (exhibit), relationship strategy and, 66, 66 Q (exhibit) 151–152 Product, as determinant of QuestionPro.com, 164 ethical issues and, 152 specialization, 84–85, Quotas hiring guidelines and, 151–152 85 (figure) importance of, 130 Productivity analysis, sales failure to achieve, 284, 284 at Information Graphics organization effectiveness and, (exhibit) 262–263, 263 (exhibit) Group, 129 Product knowledge, 166–167 objective-setting methods and, legal issues and, 150–152, Product level 290, 290 (exhibit) forecasts and, 115, 116 (figure) 150 (exhibit) Product sales organization, 86–87, R motivation and, 233 87 (figure) objectives for, and planning Product specialization, salesforce Radial search referrals, 148 (exhibit) specialization and, 86–87 Raindance, 174 activities, 134 Professional development criteria, Randazzo, Steve, 15, 199, 284 planning activities and, 132–136 278 (figure), 279–280, 279 Ranking methods, salesperson process of, 132–149, (exhibit) Professionalism. See Sales performance evaluation and, 286 132 (figure) professionalism (exhibit), 289–290, 289 (exhibit) rewards and, 233 Professional Office Services, 2 Recency principle, 198 sales managers and, 130 Professional societies, recruitment Recognition, 225 See also Recruitment; Selection; and, 140 Recognition dinners, as incentive reward, 216 (exhibit) Recruitment and selection Recognition programs, 225, 225 strategy (exhibit) Recruitment and selection at Federated Mutual strategy Insurance, 226 advertisements and, 136, 136 guidelines for, 225 (exhibit) (exhibit) in insurance industry, 225 planning activities for, 134–136

31451_14_index.qxd 15/03/05 18:33 PM Page 430 430 Index Recruitment and selection Resumes team compensation and, 230–231 strategy (continued) evaluation and hiring and, 141 See also Motivation; Rewards screening and, 141 Ricoh Corporation, 123 and salesforce, type of, 136, Rilston Electrical Components, 98 137 (exhibit) Return on assets managed Ritz-Carlton, 6 (ROAM), 260–262, 262 ROAM. See Return on assets See also Recruitment and selection (exhibit) Recruitsoft.com, 141 managed Reference check, 147, 148 (exhibit) Revenue producers, salespeople RoboDemo eLearning Edition, 175 as, 24 Rogers, Sabrina, 15, 193, 226 first-party references and, 148 Role definition, 160 (exhibit) Reward power, 191 Role distortion act, 203, 204 Rewards numerical scale reference rating (exhibit) and, 148 (exhibit) financial compensation and, Role failure act, 203, 204 (exhibit) 218–223 Role playing radial search referrals and, 148 (exhibit) guidelines for, 233–234 behavioral simulations and, 173 job design and, 234 sales techniques and, 173 second-generation references and, nonfinancial compensation and, Ronning, Joel, 40 148 (exhibit) Routinized response behavior, 62 224–225 Rule-breakers, 205–206 Referent power, 191, 196 proactive approach to, 234 Ryan, Bob, 9 Regional sales managers, positions promotion opportunity and, 234 Ryan, Ed, 7–8 recruitment and selection and activities of, 187–188, 188 S (exhibit) and, 233 Regression sales forecast, 281–283, and salespeople, information and Safety Equipment Manufacturers 281 (figure), 282 (exhibit) Agents Association, 171 Regressive rate, 221 skills of, 234 Rehabilitation Act of 1973, 150 and salespeople, needs of, 234 Salary compression, 220 (exhibit) self-esteem and, 234 Salary plans Reid Report, 146 types of, 218, 218 (exhibit) Reimbursement process See also Reward systems advantages of, 219–220 reimbursable items and, 226, Reward system management, 217 disadvantages of, 220 226 (exhibit) Reward systems, 216–217 planned earnings and, 219 sales expenses and, 226 compensation rewards and, 216 salary compression and, 220 Relationships, influence strategies Salary-plus-bonus plan, 222 and, 196 (exhibit), 217–218 Salary-plus-commission-plus-bonus Relationship selling approach, vs. equal pay and, 229–230 transaction selling approach, 6–8 expatriate salespeople and, plan, 222 Relationship strategy, 64–65 Salary plus incentive, 222–223 characteristics of, 64, 64 (figure) 231–232 Sale, defined, 251 selling strategy and, 66, 66 at FedEx, 215 Sales (exhibit) global compensation issues and, Relocate.com, 139 positions and activities in, Relocation, bonuses for, and job 231–232, 232 (exhibit) 187–189, 188 (exhibit) offer, 149 incentive rewards and, 217, 217 RE/MAX, 175 See also specific positions and Repetition, coaching and, 198 (exhibit) activities Reps. See Independent representatives in Japan, 218 Resellers, organizational buyer job satisfaction and, 215–216 Sales analysis behavior and, 61 major adjustments in, 233 analysis type and, 253 (figure), Respironics, 2 minor adjustments in, 232 254–256, 255 (exhibit), Responses, leadership skills and, 195 motivation and, 215–216 255 (figure) Results criteria, 278 (figure), noncompensation rewards effectiveness index and, 255 280–284, 280 (exhibit) hierarchical sales analysis and, sales quota and, 280–284 and, 217 253–254, 254 (figure) sales contests and, 228–229 salesforce expectations and, 217–218 sales organization expectations and, 217–218

31451_14_index.qxd 15/03/05 18:33 PM Page 431 Index 431 organizational level of, 252–253, Salesforce model of, 130, 131 (figure) 253 (figure) computer literacy and, 170 sales training in, 160 methods to measure effectiveness stages of, 130–131 sales dollars vs. sales units and, of, 251, 252 (exhibit) Salesforce specialization. See 252, 252 (exhibit) reward system expectations and, 217–218 Specialization sales organization effectiveness salesforce automation and, 169–170 Salesforce survey, 163–164 and, 251–256, 253 (figure) type of, and recruitment and selec- Sales forecast, 116, 116 (exhibit), tion strategy, 136, 137 (exhibit) sales type and, 253–254, 253 117, 254–255 (figure) Salesforce audit, 163 regression sales forecast and, Salesforce automation Sales and Marketing Executives 281–283, 281 (figure), 282 International, 46, 140, 172 commission plans and, 221 (exhibit) time and territory management sales quota and, 281–283 Sales and Marketing Management Sales function magazine, 46, 210 and, 169–170 business strategy and, 53–54 See also Technology corporate strategy and, 50–53 Sales careers Salesforce composite method, 123, customer relationship advancement opportunity and, management and, 49–50 39–40 126 (exhibit) marketing strategy and, 54–59 characteristics of, 39–41 strengths and weaknesses of, Sales job facilitator, 168 (exhibit) compensation and, 41 Sales leadership, 187–189, feedback and, 40 126 (exhibit) 188 (exhibit) independence and, 41 Salesforce deployment, 93–107 behavior approach and, 192 job security and, 39 coaching and, 197–199, job variety and, 40–41 allocation of selling effort and, 93, 198 (exhibit) prestige and, 40 93 (figure), 94–96, 94 (figure) contemporary views of, 189 contingency approach and, 192 Sales channel strategy, 66–72 defined, 93 defined, 188 company salesforce and, 66 people issues and, 107–108 at Federated Mutual independent representatives salesforce size and, 93, 93 (figure), Insurance, 194 and, 67–69 functions of, 197–204 industrial distributors and, 67 97–102, 99 (figure) influence strategies used in, Internet and, 66–67 territory design and, 93, 93 195–197 team selling and, 69 integrative meetings and, telemarketing and, 69–70 (figure), 102–107, 103 (exhibit) 199–200, 200 (exhibit), 201 trade shows and, 70–72 Salesforce size, 93, 93 (figure), (exhibit) Leader-Member Exchange (LMX) Sales contests, 228–229 97–102, 99 (figure) model and, 189 at Allied Office Products, 230 analytical tools for calculating, leadership skills and, 190, 190 guidelines, 229 (figure), 193–197 98–101 leadership style and, 189 Sales dollars, vs. sales units, and sales breakdown approach for management ethics and, 200–204 analysis, 252, 252 (exhibit) and organization, goals of, 190, calculating, 99–100 190 (figure), 193 Sales Driver, 229 costs and, 97, 98 (figure) positions and activities in, Sales executives, positions and incremental approach for calculat- 187–189, 188 (exhibit) power and, 190, 190 (figure), activities of, 187–189, ing, 100–101, 101 (exhibit) 191–192 188 (exhibit) key considerations in determining, problems in, 204–207 Sales expense, 226–228 sales management model for, expense account padding and, 228 97–99 190–197, 190 (figure) expense budgets and, 227 organizational strategy and, 98 reimbursable items and, 226, 226 outsourcing and, 101–102 (exhibit) people issues and, 108 reimbursement process sales productivity and, 97, 98 (figure) and, 226 turnover and, 97, 101 report form, 227, 227 (exhibit) workload approach for See also Expense account; Expense budget calculating, 100 Salesforce socialization, 130–132 achieving congruence and, 130–131 achieving realism and, 130–131

31451_14_index.qxd 15/03/05 18:33 PM Page 432 432 Index Sales leadership (continued) Salesnet, 245 geographic sales organization and, and salespeople, needs of, 190, Sales organization 85–86, 86 (figure) 190 (figure), 193 at SAP America, 187 goals of, and sales leadership, 190, hybrid sales organizational situation and, 190, 190 190 (figure), 193 structure and, 91, 92 (figure), 93 (figure), 192 trait approach and, 192 positions and activities in, at IBM, 79–80 vs. sales management, 10–11, 11 187–189, 188 (exhibit) line vs. staff sales management and, (exhibit) See also Leadership reward system expectations and, 83–84, 83 (figure) 217–218 major account organization and, Sales management changes in, 5–12, 7 (figure) Sales organization audit, 88–91 cultural issues in, 12 247–248 market sales organization and, 87, defined, 3, 188 vs. sales leadership, 10–11, benefits of, 248 88 (figure) 11 (exhibit) purpose of, 247, 248 problem in, 80 sales management evaluation and, product sales organization and, Sales management evaluation, 247–248, 247 (figure) 247–248, 247 (figure) 86–87, 87 (figure) sales management functions and, role of, 80 Sales management functions, selling situation factors and, 247–248, 247 (figure) 247–248, 247 (figure) sales organization environment 84–85, 84 (exhibit) Sales management process, 2–5, span of control vs. management 3 (figure) and, 247–248, 247 (figure) sales organization planning system levels and, 82–83, 82 Sales managers, 1–2 (figure) at Automatic Data Processing, 1–2 and, 247–248, 247 (figure) specialization and, 80–81, 81 chemical abuse and dependency sample questions and, 248–249 (figure), 84–85, 84 (exhibit) issues and, 205 types of, 85–91 conflicts of interest and, 204–205 (exhibit) Salespeople and customers, focus on, 12–13 Sales organization effectiveness business firms and, 24 effective, 12–13 common technique mistakes Equal Employment Opportunity benchmarking and, 249–250 and, 165 Commission guidelines and, 207 cost analysis and, 256–258 competencies of successful, hiring guidelines for, 151–152 customer satisfaction and, 251 165–166 (exhibit) leadership vs. management role evaluation of, 251–264, 251 customer respect and, 46 and, 10–11 customers and, 24–25 positions and activities of, (figure) diffusion of innovation and, 187–189, 188 (exhibit) productivity analysis and, 23–24 power of, 190, 190 (figure), as economic stimuli, 23 191–192, 192 (exhibit) 262–263, 263 (exhibit) ego drive and, 45, 46 problem salespeople and, profitability analysis and, 258–262, ego strength and, 45 205–206, 206 (exhibit) empathy and, 44 recruitment and selection and, 130 259 (exhibit) enthusiasm and, 45–46 role of, 3, 10–11 sales analysis and, 251–256, 253 as future managers, 24 and salespeople, termination of, information and skills of, and 206–207 (figure) rewards and motivation, 234 sales talent and, 13 sales organization audit and, interpersonal communication and sales training, role in, 162 skills and, 45 selling budget and, 256–257 247–248 job satisfaction and, 297–298 sexual harassment issues and, 207 and salesperson performance, needs of, and motivation, 234 technology and, 13 needs of, and rewards, 234 See also Leadership 245–246, 246 (figure) needs of, and sales leadership, 190, at Solcorp, 245 190 (figure), 193 Sales organization environment, occupational outlook for, 39, 40 (exhibit) 247–248, 247 (figure) Sales organization planning system, 247–248, 247 (figure) Sales organization structure advantages and disadvantages of, 91–93, 92 (exhibit) centralization and, 81, 84–85, 84 (exhibit) functional sales organization and, 87–88, 89 (figure)

31451_14_index.qxd 15/03/05 18:33 PM Page 433 Index 433 positions and activities of, relationship strategy and, 64–65 post-training evaluation of, 187–189, 188 (exhibit) sales channel strategy and, 66–72 176–178, 177 (exhibit) selling strategy and, 65–66 power of, 190, 190 (figure), 191 Sales Success Profile, 144, 146 process of, 162–178, 162 (figure) problem types, 205–206, 206 Sales supervision role definition and, 160 defined, 188–189 in salesforce socialization, 160 (exhibit) personnel management problems sales manager role in, 162 qualifications and skills of, 44–46 sales trainer selection and, 171 as revenue producers, 24 and, 204–207 sales training locations and, self-efficacy and, 45 positions and activities in, service motivation and, 46 171–172 sexual harassment issues and, 207 187–189, 188 (exhibit) sales training media and, 174–175, society and, 23 Sales support, personal selling jobs termination of employment 175 (figure) in, 41–42 sales training objectives and, 170 of, 206–207 Sales support personnel, 41–42 sales training programs and, 175 training costs per, 161 selection of, 172–174 Salespeople assignment, territory detailers as, 42 skill reinforcement, 177–178, missionary salespeople as, 42 design and, 106–107 technical support salespeople as, 42 178 (exhibit) Sales Performance International, 171 Sales talent, sales managers and, 13 at United Parcel Service, 159–160 Sales positions, 187–189, Sales technique, 164–165 Web sites, 182 common mistakes in, 165 Sales training media 188 (exhibit). See also specific role playing and, 173 Internet and, 174 positions Sales territories, defined, 102 satellite television and, 175 Sales potential Sales trainee, 162–163 selection of, 174–175, 175 (figure) forecasts and, 116, 116 Sales trainer video technology and, 174–175 (exhibit), 117 outside training programs and, Sales training needs assessment, Sales process, 31–32, 31 (figure) customer relationship and, 31, 31 171, 172 (exhibit) 162–170 (figure) selection of, 171 competitive knowledge and, defined, 31 Sales training Sales productivity absorption training and, 174 167–168 salesforce size and, 97, 98 (figure) at Automatic Data Processing, customer knowledge and, 167 vs. sales volume, 9–10 customer survey and, 164 Sales professionalism 167, 176 job analysis and, 164 autonomy and, 22 behavioral simulations and, 173 methods of, 163–164 code of ethics and, 22 and buyers, types of, 167, 168 observation and, 163 criteria for, 22 performance testing and, 163 defined, 22 (exhibit) product knowledge and, 166–167 public trust and, 22 classroom/conference training salesforce audit and, 163 Sales promotion, 2 salesforce survey and, 163–164 SalesPro Online Training, 182 and, 172 sales techniques and, 164–165 Sales quotas, 255 code of ethics, 178 time and territory management elements important in assigning, costs per salesperson, 161 283, 283 (exhibit) ethical issues, 178, 179 (exhibit) and, 169–170 results criteria and, 280–284 follow-up and, 176 See also Needs assessment sales forecast and, 281–283 foreign customers and, 167, Sales training objectives, 170 selling budget and, 257 Sales training programs Sales strategy, 63–72 168–169 (exhibit) design of, 175 account targeting strategy initiation to task and, 160 on Internet, 10 and, 63–64 in intercultural communication, 167 Sales units, vs. sales dollars, and sales at DuPont, 60 investment in, 161–162, framework, 59, 60, 60 (figure) analysis, 252, 252 (exhibit) importance of, 60 161 (exhibit) Sales volume, vs. sales productivity, legal issues and, 178, 179 (exhibit) locations, 171–172 9–10 methods of, 172–174 SAMA. See Strategic Account on-the-job training and, 172–173 performance of, 176 Management Association

31451_14_index.qxd 15/03/05 18:33 PM Page 434 434 Index SAP America, sales leadership at, 187 Single factor models, allocation of Stimulus response selling, 26–27, Satellite television, sales training selling effort and, 94–95, 94 27 (figure) (figure), 95 (exhibit) media and, 174 continued affirmation and, 27 SBU. See Strategic business unit Situation, sales leadership and, 190, relationship strategy and, 66, 66 Scott, Jim, 9 190 (figure), 192 Scott paper, 45 (exhibit) Search engines, 301 Skill reinforcement, 177–178, Straight commission, 220–222 Second-generation references, 148 178 (exhibit) advantages and disadvantages of, (exhibit) Smith, Debbie, 11 221–222 Selection Socializer, 168 (exhibit) Society, salespeople and, 23 commission plan variations and, defined, 132 Society of Human Resources 220–221 evaluation and hiring and, Managers Conference, 71 constant rate and, 220–221 140–149 SoftSwitching Technologies progressive rate and, 221 job offer and, 149 regressive rate and, 221 selection decision and, 149 Dynamic Sag Corrector (DySC), 29 salesforce automation and, 221 See also Recruitment and selection Software technology splitting commissions and, 221 Self-efficacy, salespersons and, 45 when to pay and, 221 Self-esteem, reward and motivation performance evaluation and, 289 Straight rebuy buying salesperson performance evaluation and, 234 situation, 62 Self-leadership, 188 and, 289 Straight salary, 219–220 Selling budget, 256–257, 256 territory design and, 107 Straight shooter, 168 (exhibit) Solcorp, sales organization Strategic account. See Major account (exhibit) Strategic Account Management ethics and, 263 effectiveness at, 245 expense categories, 256–257, Solutions relationship, 64–65, 64 Association (SAMA), 22 Strategic business unit (SBU), 50 256 (exhibit) (exhibit), 65 (figure), 66 (exhibit) objective, 257 Sony, 45, 69 defined, 51 percentage of sales method and, Sources, recruitment, 137–140 objectives for, 52, 52 (exhibit) Southwestern Company, 15 Strategic orchestrator, 30 257 Strategy. See Organizational strategy sales managers and, 256–257 teamwork at, 20 Strenger, Carl, 19 sales quotas and, 257 Span of control, vs. management StrengthsFinder test, 146 task method and, 257 Stress interview, 152 Selling Power magazine, 46 levels, 82–83, 82 (figure) ethical issues and, 152 Selling situation factors, sales Specialization See also Interview(s) Supervision, 188. See also Sales organization structure and, customer and product determinants 84–85, 84 (exhibit) of, 84–85, 85 (figure) supervision Selling strategy, 65–66 Survey of buyer intentions relationship strategy and, 66, defined, 80 66 (exhibit) functional specialization and, method, 123, 126 (exhibit) Senior sales leadership, 187–189, strengths and weaknesses of, 126 188 (exhibit) 87–88 Sense of accomplishment, 224 major account organization and, (exhibit) Service motivation, 46 Sweden, 231 Sexual harassment, 207 88–91 Sykes, Chester, 30 Equal Employment Opportunity market specialization and, 87 Synygy, Inc., 283 Commission guidelines, 207 product specialization and, Synygy Quotas, 283 Shachihata Inc., 70 Sherwood Medical, 121 86–87 T Siebel Systems, 51, 187 sales organization structure and, Siemens, 69 Taconic, 197 Singapore, 231 80–81, 81 (figure), 84–85, 84 Taleo, 141 (exhibit) Tall sales organization, 82 (figure), 83 types of, 85–91 Splitting commissions, 221 Sprint, 193, 249 Staff sales management, vs. line sales management, 83–84, 83 (figure) Statistical methods, and forecasts, 124

31451_14_index.qxd 15/03/05 18:33 PM Page 435 Index 435 Talx Corporation, 225 planning and control unit Transactional leadership style, 189 TAP Pharmaceutical products opportunity and, 104–105, Transaction-focused traditional 104 (exhibit) Inc., 201 selling, 25, 26 (exhibit) Target market planning and control unit selection Transaction relationship, 64–65, 64 and, 104, 105 (figure) personal selling and, 57, 57 (figure) (exhibit), 65 (figure), selection of, 55 procedure for, 103–107, 104 66 (exhibit) Team compensation, 230–231 (figure) Transaction selling approach, vs. rela- Team performance tionship selling approach, 6–8 evaluation of, 293–294, 294 salespeople assignment and, Transformational leadership 106–107 style, 189 (exhibit), 295 (exhibit) Travel, as incentive reward, 216 salesperson performance evaluation software technology and, 107 (exhibit) territory considerations and, TRAVEL ’round, 9 and, 293–294, 294 (exhibit), Trust-based relationship selling, 25, 295 (exhibit) 102–103 26 (exhibit) Team selling territory workloads assessment at United Parcel Service, 19 buying centers and, 69, 70 (figure) TTM. See Time and territory sales channel strategy and, 69 and, 106, 106 (exhibit) management Team-Station 4.0 video Territory workloads assessment, 106, Tupperware, 43, 220 conferencing system, 10 Turkey, 169 (exhibit) Teamwork 106 (exhibit) Turnover approaches to, 8–9, 8 (exhibit) Testing, evaluation and hiring and, job satisfaction and, 297 importance of, 20 salesforce size and, 97, 101 at Southwestern Company, 20 142, 144, 146–147 vs. individual, 8–9 Texas Nameplate Company U Technical Concepts Inc., 220 Technical support salespeople, 42 (TNC), 7 Ultimus, 231 Technology Third-country nationals, recruitment United Kingdom, 231 communication, 200 United Parcel Service (UPS), evaluation and hiring and, 141 and selection strategy and, 136, sales managers and, 13 137 (exhibit) 12, 167 software and, 107, 289 Threats, influence strategies and, sales training at, 159–160 time and territory management 195–196 trust-based relationship selling and, 169–170 360-degree feedback, 273–275, See also Salesforce automation; 274 (exhibit) at, 19 Video technology 3M, 69 United States-based Caliper, Teleconferencing, 171–172 Time and territory management Telemarketing (TTM), 169–170 146–147 sales channel strategy and, 69–70 salesforce automation and, UPS. See United Parcel Service uses of, 70, 71 (figure) 169–170 U.S. Department of Labor, 44 Telesales. See Telemarketing Time period U.S. Learning Inc., 171 Termination of employment, forecasts and, 115, 116 (figure) Users 206–207 TNC. See Texas Nameplate Territories. See Sales territories Company buying center and, 62 Territory design, 93, 93 (figure), Top-down approaches, 117–122, organizational buyer behavior 102–107, 103 (exhibit) 118 (figure), 124 at Brown-Forman breakdown methods and, and, 61 Corporation, 102 120–121 final territory design and, 106, company forecasting methods and, V 107 (exhibit) 118–120 initial territory design and, 105, Total quality management Vector Marketing, 140 105 (exhibit) (TQM), 275 Video broadcasting, 171–172 TQM. See Total quality management Videoconference, 10, 174, 200 Trade shows, sales channel strategy and, 70–72 Training Technologies, Inc., 275 Trait approach, sales leadership and, 192

31451_14_index.qxd 15/03/05 18:33 PM Page 436 436 Index Video technology WEB meetings, 200 World Savings, 2 sales training media and, 174–175 Weiss, Jo, 39–40 World War I, 21 See also Technology West Coast Ritz-Carlton, 231 World War II, 21–22 Wickham, Andrè R., 15, 250, 260 Vietnam Veterans Readjustment Act Wigger, Tim, 68 X of 1974, 150 (exhibit) Wilson Learning Corporation, Xerox, 6, 45, 69, 133, 140, 171, W 163, 171 187, 218, 225, 249 W. L. Gore & Associates, 11 The Wall Street Journal, 138 Wonderlic Inc., 140, 146 Xerox Document University, 171 Career Journal, 237 WorkIndex.com, 154 Workload approach, for calculating Z Wal-Mart, 24, 52, 57–58 Web conferencing, cost of, 200 salesforce size, 100 Zodiak (board game), 173 WebEx, 174 WorldCom, 202 Zucker, Marty, 15, 273

31451_14_index.qxd 15/03/05 18:33 PM Page 437

31451_14_index.qxd 15/03/05 18:33 PM Page 438

31451_14_index.qxd 15/03/05 18:33 PM Page 439

31451_14_index.qxd 15/03/05 18:33 PM Page 440

31451_14_index.qxd 15/03/05 18:33 PM Page 441

31451_14_index.qxd 15/03/05 18:33 PM Page 442