Previewpdf
Previewpdf
Previewpdf
This 11th edition of Sales Management continues the tradition of blending the most
recent sales management research with the real-life “best practices” of leading sales
organizations and sales professionals.
Refecting today’s emphasis on analytics and customer experience (CX), this edition
focuses on the importance of employing different data-based selling strategies for dif-
ferent customer groups, as well as integrating corporate, business, marketing, and sales-
level strategies and plans. Sales Management includes coverage of the current trends and
issues in sales management, along with real-world examples from the contemporary
business world that are used throughout the text to illuminate chapter discussions.
The new 11th edition includes:
This text is core reading for postgraduate, MBA, and executive education students
studying sales management. An updated online instructor’s manual with solutions to
cases and exercises, a revised test bank, and updated PowerPoints is available to adopters.
11TH EDITION
Thomas N. Ingram
Raymond W. LaForge
Ramon A. Avila
Charles H. Schwepker, Jr.
Michael R. Williams
Designed cover image: ipopba
and by Routledge
4 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
© 2024 Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker Jr.,
and Michael R. Williams
The right of Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker
Jr., and Michael R. Williams to be identifed as authors of this work has been asserted in
accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form
or by any electronic, mechanical, or other means, now known or hereafter invented, including
photocopying and recording, or in any information storage or retrieval system, without
permission in writing from the publishers.
Every effort has been made to contact copyright-holders. Please advise the publisher of any errors
or omissions, and these will be corrected in subsequent editions.
DOI: 10.4324/9781003363583
Typeset in Galliard
by Apex CoVantage, LLC
Preface xv
About the Authors xxi
v
C o n t e n t s
Preface xv
About the Authors xxi
vii
viii Contents
Independent Representatives 60
Team Selling 61
Telemarketing 63
Trade Shows 64
Channel Confict 64
Summary 65
Making Sales Management Decisions 68
Case 3.1: My Home Superstores 68
Case 3.2: Global Tracker Technologies 69
Glossary 313
Notes 323
Index 341
P r e fa c e
Our objective in writing the 11th edition of Sales Management: Analysis and Decision
Making was to continue to present comprehensive and rigorous coverage of contempo-
rary sales management in a readable, interesting, and challenging manner. Findings
from recent sales management research are blended with examples of current sales man-
agement practice into an effective pedagogical format. Topics are covered from the
perspective of a sales management decision maker. This decision-making perspective is
accomplished through a chapter format that typically consists of discussing basic con-
cepts, identifying critical decision areas, and presenting analytical approaches for im-
proved sales management decision making. Company examples from the contemporary
business world are used throughout the text to supplement chapter discussion.
selection; use of buyer personas, virtual reality and artifcial intelligence in sales train-
ing; leadership skills, infuence tactics and coaching.
PEDAGOGY
The following pedagogical format is used for each chapter to facilitate the learning
process.
• Learning Objectives. Specifc learning objectives for the chapter are stated in behav-
ioral terms so that students will know what they should be able to do after the
chapter has been covered.
• Opening Vignettes. All chapters are introduced by an opening vignette that typically
consists of a recent, real-world company example addressing many of the key points
to be discussed in the chapter. These opening vignettes are intended to generate
student interest in the topics to be covered and to illustrate the practicality of the
chapter coverage.
• Key Words. Key words are highlighted in bold type throughout each chapter
and summarized in list form at the end of the chapter to alert students to their
importance.
• Boxed Inserts. Each chapter contains two boxed inserts titled “Sales Management in
Action.” The comments in these boxes are provided by members of our Sales
Executive Panel and were made specifcally for our text.
• Figure Captions. Most fgures in the text include a summarizing caption designed to
make the fgure understandable without reference to the chapter discussion.
Preface xvii
• Chapter Summaries. A chapter summary recaps the key points covered in the chapter
by restating and answering questions presented in the learning objectives at the
beginning of the chapter.
• Developing Sales Management Knowledge. Ten discussion questions are presented at
the end of each chapter to review key concepts covered in the chapter. Some of the
questions require students to summarize what has been covered, while others are
designed to be more thought-provoking and extend beyond chapter coverage.
• Building Sales Management Skills. Application exercises are supplied for each chapter,
requiring students to apply what has been learned in the chapter to a specifc sales
management situation. Several of the application exercises require data analysis.
Many chapters also have an Internet exercise to get students involved with the latest
technology. Role plays are also included in most chapters.
• Making Sales Management Decisions. Each chapter concludes with two short cases.
Most of these cases represent realistic and interesting sales management situations.
Some require data analysis. Most are designed so that students can role-play their
solutions.
CASES
The 18 short cases at the end of the chapters can be used as a basis for class discussion,
short written assignments, or role plays. These are designed to help bring the material in
each chapter to life for students by illustrating how chapter concepts can be applied in
practice.
SUPPLEMENTS
Instructor’s Resources
The Instructor’s Resources (www.routledge.com/9781032426358) deliver all the tra-
ditional instructor support materials in one handy place. Electronic fles are provided
for the complete Instructor’s Manual, Test Bank, and chapter-by-chapter PowerPoint
presentation fles that can be used to enhance in-class lectures.
Instructor’s Manual
The Instructor’s Manual for the 11th edition of Sales Management: Analysis and
Decision Making contains many helpful teaching suggestions and solutions to text
exercises to help instructors successfully integrate all the materials offered with this text
into their class. Each chapter includes the following materials designed to meet the
instructor’s needs.
• Learning objectives
• Chapter outline and summary
• Ideas for student involvement
• Possible answers to review sections in the text, Developing Sales Management
Knowledge, Building Sales Management Skills and the end of chapter cases
• Ideas for how to incorporate the role-play exercises found in the text into the class-
room setting, as well as suggestions for conducting the role plays
(The Instructor’s Manual fles are located at: www.routledge.com/9781032426358)
Test Bank
The revised and updated Test Bank, with over 100 new questions, includes a variety of
multiple choice and true/false questions, which emphasize the important concepts
presented in each chapter. The Test Bank questions vary in levels of diffculty so that
xviii Preface
each instructor can tailor testing to meet their specifc needs. The Test Bank fles are
located at: www.routledge.com/9781032426358.
PowerPoint Presentation Slides
This package brings classroom lectures and discussions to life with the Microsoft
PowerPoint presentation tool. Extremely professor-friendly and organized by chapter,
these chapter-by-chapter presentations outline chapter content, and generally include a
link to a short related video. The eye-appealing and easy-to-read slides are, in this new
edition, tailored specifcally to the Sales Management text from the Ingram author
team. The PowerPoint presentation slides are available at: www.routledge.com/cw/
www.routledge.com/9781032426358.
ACKNOWLEDGMENTS
We are delighted to publish the 11th edition of Sales Management: Analysis and Decision
Making with Routledge. Our hope is that this is one of many editions we work on
together. A great deal of credit for this edition should go to all of the wonderful people
at Routledge. Their expertise, support, and constant encouragement turned an extremely
diffcult task into a very enjoyable one. We are thankful for the expertise and support of
the many publishing professionals who have worked with us on previous editions of this
book. In particular, we appreciate the efforts of Harry Briggs, Rob Zwettler, Mike
Roche, and Becky Ryan. We would also like to thank our senior editor, Sophia Levine,
editorial assistant, Rupert Spurrier, and senior production editor, Cathy Hurren, for
their work on the 11th edition of this book. Without their efforts this edition would not
have seen the light of day. However, we also want to thank the many individuals with
whom we did not have direct contact but who assisted in the development and produc-
tion of this book.
We are also very appreciative of the support provided by our colleagues at Colorado
State University, the University of Louisville, Ball State University, University of
Central Missouri, and Oklahoma City University.
Thomas N. Ingram
Raymond W. LaForge
Ramon A. Avila
Charles H. Schwepker, Jr.
Michael R. Williams
To Jacque
—Thomas N. Ingram
To Terry
—Ramon A. Avila
xxi
xxii About the Authors
Institute and State University in 1984. He joined the Ball State faculty in 1984. Before
coming to Ball State, he worked in sales with the Burroughs Corporation. Dr. Avila was
presented with Mu Kappa Tau’s Outstanding Contributor to the Sales Profession in
1999 and is the only the third person to receive this award. Dr. Avila has also received
the University’s Outstanding Faculty award in 2001, the Outstanding Service award in
1998, the University’s Outstanding Junior Faculty award in 1989, the College of
Business’s Professor of the Year, and the Dean’s Teaching award every year it was given
from 1987 to 2002. Dr. Avila has presented numerous papers at professional confer-
ences and has been the program chair and the director for the National Conference in
Sales Management, and has published research in Journal of Marketing Research,
Journal of Euromarketing, Industrial Marketing Management, Journal of Management,
Journal of Marketing Theory and Practice, Journal of Personal Selling & Sales Management,
and Journal of Marketing Education. He has done consulting with major corporations,
including AT&T, Burroughs, Honeywell, Indiana Gas, Indiana Michigan Power,
Indiana Bell, and Midwest Metals. Dr. Avila served on the editorial review boards of four
business-related journals and served as the associate editor for the Mid-American Journal
of Business.
Charles H. Schwepker, Jr. (Ph.D., University of Memphis) is the Randall and Kelly
Harbert Marketing Professor at the University of Central Missouri. He has experience in
wholesale and retail sales. His primary research interests are in sales management, per-
sonal selling and marketing ethics. Dr. Schwepker’s articles have appeared in the Journal
of the Academy of Marketing Science, Journal of Business Research, Journal of Public Policy
and Marketing, Journal of Personal Selling & Sales Management, Journal of Service
Research, International Journal of Contemporary Hospitality Management, and Journal
of Business Ethics, among other journals, and various national and regional proceedings.
Edited books in which his articles have appeared include Marketing Communications
Classics (2000), Environmental Marketing (1995), The Oxford Handbook of Sales
Management and Sales Strategy (2011) and the Handbook of Unethical Work Behavior
(2013). He has received several honors for both teaching and advising, including the
Hormel Teaching Excellence award, Byler Distinguished Faculty Award and the Alumni
Foundation Harmon College of Business Administration Distinguished Professor
award. Dr. Schwepker received the James Comer award for best contribution to selling
and sales management theory awarded by the Journal of Personal Selling & Sales
Management and three “Outstanding Paper” awards at the National Conference in Sales
Management, among others. He is on the editorial review boards of the Journal of
Personal Selling & Sales Management, Journal of Marketing Theory & Practice, Journal
of Business & Industrial Marketing, Journal of Relationship Marketing, and Journal of
Selling, served as special issue editor for the Journal of Selling, and has fve times won an
award for outstanding reviewer. Dr. Schwepker is a co-author of Sell, 7th ed. (2024).
Michael R. Williams (Ph.D., Oklahoma State University) is the American Floral
Services Chair in Marketing and Professor of Marketing at Oklahoma City University.
His previous academic associations include Emeritus Professor of Marketing at Illinois
State University, where he was a founding Director of the Professional Sales Institute.
Prior to his academic career, Dr. Williams established a successful 30-plus-year career in
industrial sales, market research, and sales management and continues to consult and
work with a wide range of business organizations. He has co-authored Sell, 7th ed.
(2024); Professional Selling: A Trust-based Approach, 4th ed. (2011); The Professional
Selling Skills Workbook (1995); and a variety of executive monographs and white papers
on sales performance topics. Dr. Williams’ research has been published in national and
international journals including Journal of Personal Selling & Sales Management,
International Journal of Purchasing and Materials Management, Journal of Business
and Industrial Marketing, Journal of Business Research, Journal of Marketing Theory &
Practice, Marketing Management Journal, Quality Management Journal, Journal of
Engineering Education, Journal of Selling and Major Account Management, and Journal
of Industrial Technology. His work has also received numerous honors, including AMA’s
Marvin Jolson Award for Best Contribution to Selling and Sales Management, Outstanding
About the Authors xxiii
Article for the Year in Journal of Business and Industrial Marketing, the AACSB’s
Leadership in Innovative Business Education award, the Marketing Science Institute’s
Alden G. Clayton competition, and the Mu Kappa Tau Marketing Society recognition
award for Outstanding Scholarly Contribution to the Sales Discipline. He has also
received numerous university, college, and corporate teaching and research awards
including Old Republic Research Scholar, the presentation of a seminar at Oxford’s
Brasenose College, Who’s Who in American Education, and Who’s Who in America. Dr.
Williams served as Program chair and Conference Director for the National Conference
in Sales Management, special issue co-editor for Journal of Business Research, and contin-
ues to serve in leadership roles as an advisor and board member for sales and sales man-
agement organizations.
Sales Management
Analysis and Decision Making
Chapter
CHANGING WORLD OF
SALES MANAGEMENT
1
Personal selling is an important component of the marketing strategies for many
firms, especially those operating in business-to-business markets. The 500 largest
U.S. salesforces employ over 24 million salespeople, with the 200 largest manu-
facturing salesforces consisting of over 504,000 salespeople. Each manufactur-
ing salesperson produces an average of about $10.8 million in annual sales and
supports over 21 other jobs in their company.1 These statistics illustrate the large
size and significant impact of personal selling in today’s business world.
Sales Management is concerned with managing a firm’s personal selling func-
tion. Sales managers are involved in both the strategy (planning) and people
(implementation) aspects of personal selling, as well as evaluating and improving
personal selling activities. Research indicates that sales managers can increase
profitable sales growth by 5 percent to 20 percent or more by moving from average
to excellent salesforce effectiveness.2 Sales managers are involved in a variety of
activities and must be able to interact effectively with people in the personal
selling function, with people in other functional areas in their firm, and with
people outside their company, especially customers and other business partners.
Most sales organizations employ sales managers at various levels within the
sales organizat ion. These sales managers have different titles and may not have
direct responsibility for specific salespeople, but all perform sales management
activities that affect the salespeople in a sales organizat ion. Illustrative titles for
sales managers include chief sales officer, vice president of sales, divisional sales
manager, regional sales manager, sales leader, branch manager, area director, and
field sales manager.
Our objective in this chapter is to introduce the exciting world of sales man-
agement. We begin by identifying challenges in the sales organization environ-
ment and suggesting effective sales management responses to these challenges.
Then, the characteristics of the best sales organizations and most effective sales
managers are discussed. We conclude by presenting a general sales management
model that provides a framework for the book, describing the format of each
chapter, and introducing the members of our Sales Executive Panel. The goal is to
“set the stage” for your journey into the dynamic and exciting world of sales
management.
DOI: 10.4324/9781003363583-1 1
2 Chapter One Changing World of Sales Management
Several signifcant changes in the organizational purchasing process are directly rel-
evant to sales organizations. Organizational buyers have higher expectations in terms of
customized products and services that solve their problems and improve their business
performance. More organizations are using a formalized purchasing process, with more
individuals from different functional areas and management levels involved at different
stages of the process. Many buyers do not want to talk to a salesperson until they have
gathered the relevant information about their purchasing situation and expect sales-
people to provide information and insights they do not have. The net result is a much
longer purchasing process.3
The costs of maintaining salespeople in the feld are escalating, and a longer purchas-
ing process increases selling costs even more. Thus, a critical challenge for sales organi-
zations is to increase sales while decreasing selling costs. Sales organizations must fnd
effective ways to facilitate the emerging buying process of organizational buyers in a
manner that generates proftable sales growth. Achieving this objective typically requires
many sales organizations to make appropriate adjustments to their personal selling
process and in sales management practices.
There is substantial evidence that frms creating and executing a sales enablement func-
tion perform better than frms without them. Recent research documents that organi-
zations with sales enablement practices in place for more than two years report a
7-percentage point improvement in win rates and are 48 percent more likely to experi-
ence high buyer engagement in the sales process.5
Sales enablement is beginning to develop as a discipline. The Sales Enablement
Society (www.sesociety.org) was established in 2015 as a volunteer organization of pro-
fessionals from diverse industries, companies, and business functions. Refecting the
increasing interest in sales enablement, the Society has rapidly grown to 11,000 members
in 59 regional chapters in 29 different countries. The organization provides a variety of
networking opportunities for members. The major purpose is to increase the knowledge
base and identify the best practices for a successful sales enablement function. One
ongoing effort is to establish an offcial defnition of sales enablement.
Chapter One Changing World of Sales Management 3
Incr
lue eas
Va eS
er al
m
es
to
ate Cus
Pro
Sales
ductivit
Management
Responses
Cre
y
Improv
e Sales Leadership
Many sales organizations are responding to the challenges facing them by making changes in their sales
operations.
the level below and direct accountability to the management level above. In these
structures, sales managers are responsible for the performance of salespeople who report
to them and they use various types of controls and incentives to produce desired results.
These hierarchical structures can be reasonably effective in stable business environ-
ments, but don’t always allow an effective level of responsiveness in a complex, dynamic
environment. To be competitive in a rapidly changing, unpredictable business environ-
ment, more progressive sales organizations have been “fattening” the hierarchy and
empowering salespeople to make decisions in the feld. The need to have responsive,
empowered salespeople has changed the role of sales managers and their relationships
with salespeople. Sales managers today must not only be managers and supervisors, but
increasingly, they must be leaders.
As sales managers take on more leadership roles, they must focus more on collabora-
tion rather than relying strictly on control mechanisms to achieve desired results. This
means not only collaborating more with salespeople and customers, but also various
functional areas within the organization such as marketing, customer service, and pro-
duction to deliver competitive, timely solution in the marketplace. As noted by Maria
Valdivieso de Uster, the director of marketing and sales practice for leading consulting
frm McKinsey and Company, marketing and sales both have valuable insights about
customers and collaboration is needed to better serve those customers. She says that
marketing and sales leaders need to work together as equals since failure to collaborate
is outmoded and detrimental to performance.12
Sales leaders develop their people more through coaching than criticism. Prior to
entering college, most students have engaged in team sports and other goal-directed
group activities. As a result, students have some idea of what it takes to have a successful
(or not) team and the role of coaching in team success. While coaching styles vary, all
good coaches have one thing in common: they know what they are talking about, and
they know how to impart knowledge to individuals and to the entire team. According
to CSO Insights, the research division of consulting frm Miller Heiman, coaching is
one of the key best practices for global sales success.13 Miller Heiman notes that
employee development is ingrained in the culture of leading sales organizations.
Training, coaching, and development is not limited to new employees or to correct
performance problems. In the best sales organizations, it is an ongoing activity aimed at
maximizing individual and team performance.
Sales leaders readily accept that an empowered salesforce is superior to one that must
wait for direction in a fast-moving business environment. When salespeople are granted
more decision-making authority, they can be more responsive to customers. Empowered
salespeople are typically more satisfed with their jobs and more motivated than those
who work under tight controls. By empowering salespeople, sales leaders are sharing
managerial responsibility and helping prepare the next generation of managerial talent.
Most importantly, empowered salespeople can be a key ingredient in felding a world-
class salesforce.14
Contemporary sales leaders collect and share information about customers and best
practices rather than withholding it from others in the organization. This requires that
sales leaders must be adept at analyzing complex information and distilling it into
understandable language for use in researched, planned, customized, customer-focused
encounters.15
As sales managers take on more leadership responsibilities, they must recognize
individual differences in salespeople rather than treating them all the same. This is a
balancing act, as group norms, policies, procedures, and processes play a key role in
productive sales organizations. However, sales leaders must fnd ways to coach, train,
and motivate individuals as part of their jobs. An example of this practice is to develop
and implement personal improvement plans for each salesperson with mutually agreed
upon sales targets, activities, and sales competency goals.16
When sales managers take on more leadership roles in addition to their managerial
duties, dramatic results can occur. For example, BMC, a global leader in software solu-
tions, noticed that their sales growth was slowing. The company also observed that
traditional sales techniques such as emailing and calling on prospects without prior
contact (cold calling) were becoming less productive. Further, software purchasing
6 Chapter One Changing World of Sales Management
decisions were no longer being made strictly by information technology personnel, but
by multi-functional teams across customer organizations. BMC realized that buying
power was shifting to new audiences, and that their sales teams were not always in
contact with key decision-makers. BMC adopted the LinkedIn Sales Navigator program
to automate and organize the front-end phase of its sales process of identifying and
researching potential clients. As a result, BMC’s salespeople were better prepared for
sales calls, more credible in their initial contacts, and more productive in generating
revenue. Within a year, BMC doubled the number of contacts with prospective custom-
ers and established a new market in Latin America.17
As sales managers expand their roles more into leadership, there is a trend to move
from administrative activities to more of an entrepreneurial orientation throughout the
sales organization. Sales managers and salespeople need to view themselves as entrepre-
neurs, with the sales function driving value creation and innovation within their frms.
It is common knowledge that successful entrepreneurs are not bound by conventional
thinking. They are visionaries who detect evolving patterns and market opportunities
and develop creative responses to changing environments.18
In recent years, sales managers with a leadership orientation have successfully imple-
mented new technologies and processes despite signifcant resistance to change.
Notable examples include the widespread use of automation in customer relationship
management systems (CRM), the integration of social selling into business-to-business
selling, and the rapid growth of sales enablement. As we look to the future, the best
sales organizations will continue to embody an entrepreneurial perspective focusing on
innovation, value creation, empowerment, strategy, technology, and collaboration.
19
BEST SALES ORGANIZATIONS
Sales consulting frms and academic researchers have studied the best sales organiza-
tions to identify the practices that make them successful now and position them for
success in the future. A synthesis of this research indicates that the best sales organiza-
tions tend to:
• Create a customer-driven culture throughout the sales organization and align sales
operations with business and marketing strategies.
• Base market offerings on customer needs and deliver favorable customer
experiences.
• Focus on customer value in sales messaging to minimize price-based competition.
• Learn the “why” behind lost customers and lost sales to improve the future wins.
• Ensure that the sales culture supports continuous development of salespeople and
sales leaders.
• Train and coach the right skill sets, leveraging best practices of top performers to
improve all others. Continually assess attributes of top sales performers.
• Recruit, hire, and retain the best talent for specifc sales situations.
• When salespeople leave the organization, consistently determine why and take appro-
priate action.
• Develop and implement personalized performance improvement plans for all person-
nel in the sales organization.
• Use technology appropriately to learn about customers, build market intelligence,
and enable salesperson and sales manager success.
• Integrate sales with other functional areas, especially marketing and customer
service, to deliver maximum customer value.
• Develop an adaptable structure and formalize a relationship-building sales process
dedicated to continuous improvement.
It is clear the best sales organizations address all stages of the sales management
process. There is no secret recipe that will lead to high performance. The coordination
Chapter One Changing World of Sales Management 7
Describing the
Personal Selling
Function
Determining
Defining the
Developing the Directing the Salesforce
Strategic Role of the
Salesforce Salesforce Effectiveness and
Sales Function
Performance
The four major stages of the sales management process and an understanding of personal selling are the
focus of the book.
sales organization structures. The appropriate structure for a frm depends on the spe-
cifc characteristics of a given selling situation. If strategic account selling programs are
used, specifc attention must be directed toward determining the best organizational
structure for serving these major accounts.
Closely related to sales organization decisions are decisions on the amount and allo-
cation of selling effort. We present specifc methods for making salesforce deployment
decisions. Because the decisions on selling effort allocation, salesforce size, and territory
design are interrelated, they should be addressed in an integrative manner. A number of
different analytical approaches can assist in this endeavor, but “people” issues must also
be considered.
CHAPTER FORMAT
Sales Management: Analysis and Decision Making was written for students. Therefore,
its aim is to provide comprehensive coverage of sales management in a manner that
students will fnd interesting and readable. Each chapter blends recent research results
with current sales management practice in a format designed to facilitate learning.
At the beginning of each chapter, “Objectives” highlight the basic material that the
student can expect to learn. These learning objectives are helpful in reviewing chapters
for future study. An opening vignette then illustrates many of the important ideas to be
covered in the chapter, using examples of companies in various industries to illustrate the
diversity and complexity of sales management. Most of the companies described in the
vignettes are well known, and most of the situations represent real actions by these frms.
Key words in the body of each chapter are printed in bold letters, and fgures and
exhibits are used liberally to illustrate and amplify the discussion in the text. Every
fgure contains an explanation so that it can be understood without reference to the
text.
Each chapter contains two boxed inserts entitled Sales Management in Action. The
examples in both boxes have been provided specifcally for this textbook by sales execu-
tives from various companies whom we recruited to serve as a Sales Executive Panel. To
ensure that the textbook includes the latest practices from leading sales organizations,
each executive was asked to provide specifc examples of “best practices” in their
company. Backgrounds of each executive are provided at the end of this chapter.
Sales managers are confronted with various ethical issues when performing their job
activities. Many of these ethical issues are addressed in the Ethical Dilemma boxes that
appear in the remaining chapters. You will be presented with realistic ethical situations
faced by sales managers and asked to recommend appropriate courses of action.
A chapter summary is geared to the learning objectives presented at the beginning of
the chapter. Understanding Sales Management Terms lists the key words that appear
in bold throughout the chapter. Developing Sales Management Knowledge presents
10 questions to help you develop an understanding of important sales management
issues and relationships. Building Sales Management Skills consists of exercises in
which you can apply the sales management knowledge learned in the chapter. Making
Sales Management Decisions includes two interesting case situations that allow you
Chapter One Changing World of Sales Management 11
CONCLUDING STATEMENT
This brief overview of contemporary sales management and summary of the contents
and format of Sales Management: Analysis and Decision Making set the stage for your
journey into the dynamic and exciting world of sales management. This should be a valu-
able learning experience as well as an interesting journey. All the information contained
in this textbook should prove very relevant to those of you who begin your career in
personal selling and progress through the ranks of sales management.
He manages over 150 accounts, mostly in the North Central Region of the United
States. Prior to this he was Midwest Industrial Sales Manager at Delfn Industrial
Vacuums and National Sales Manager, feld construction, at Paul Mueller Company. He
graduated from the University of Central Missouri in 2015 with a Bachelor of Science in
business administration with a major in marketing.