Leading the Sales Force
Leading the Sales Force
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GBPHow should a sales force be managed effectively? Like aircraft pilots, managers must analyse information and make interconnected decisions in order to accomplish their missions. This book provides an integrative vision of a sales manager's function, using the concept of a dynamic sales force management process. This process adds a new dimension to the 'classical' conception of sales force management, showing how sales managers can be more effective when they develop and maintain a holistic vision. The first part of the book describes the key actors and their roles, while the second part examines the tools used to implement the dynamic sales force management process. René Y. Darmon shows how this process relies on a clear vision of successive sales missions to be accomplished over time by all members of a sales team, as they develop strategies and tactics which contribute to fulfilling the firm's overall aims.
- An innovative approach to the fast-evolving role of a sales force manager
- Integrates recent research-findings with concepts such as CRM, leadership, empowerment and customer-centered selling
- Each chapter tackles a specific sales management question and places it within the framework outlined in the first chapter, so that the book can be read in any order
Reviews & endorsements
'Darmon's treatment of sales force management is both integrative and original. What sets this book apart from others is its thoughtful coverage of descriptive and normative topics and its ability to skillfully convey larger strategic issues, while covering operational and tactical details in everyday decision making. Darmon never loses sight of the problems and opportunities facing sales managers, yet he continually brings the reader back to scientific research upon which his ideas are based and does so in a way that truly educates the reader. This is a splendid book that will be appreciated by managers, students, and researchers.' Richard P. Bagozzi, University of Michigan
This book is a remarkable combination of theory and practical advice. It is an important work which illuminates new and valuable perspectives on sales force management. Leading the Sales Force: A Dynamic Management Process provides a higher level of understanding and a guide to the tensions of sales forces management. In response to increased competitive pressures, shortening product life cycles, and heightened customer demands, businesses need more than ever to identify the drivers of sales force performance. This insightful yet practical guide is highly recommended for those seeking a better grasp of sales force concepts.' Professor Dominique Rouziès, Marketing Department, HEC School of Management-Paris
'Professor Darmon has crafted an unusual and provocative book on the theory and practice of salesforce management. The book is unique in several ways. It develops an integrated, problem-solving framework that emphasizes both the economic and behavioral methodologies for addressing critical salesforce decisions such as the determination of quotas and bonus rates. In addition, the book extends the salesforce literature by developing a number of new theories to be empirically tested in the future. Overall Professor Darmon's book adds significantly to the theoretical and practical literatures on salesforce management and should be read by multiple audiences including business practitioners, senior executives, and serious academics.' Professor Sharan Jagpal, Rutgers University
Product details
December 2006Hardback
9780521848343
398 pages
253 × 180 × 27 mm
0.954kg
28 tables
Available
Table of Contents
- Figures
- Tables
- Preface
- 1. Introduction to the dynamic sales force management process
- Part I. The Actors Of The Process And Their Roles:
- 2. Buyers: key actors of the process
- 3. Dynamic customer relationship management processes
- 4. Salespeople: intermediaries in the dynamic management process
- 5. Sales managers: leaders of the dynamic management process
- 6. The changing environment of the dynamic management process
- Part II. Tools For Implementing The Process: The Command Center:
- 7. Controlling the overall selling effort
- 8. Tools for controlling centralized processes: specific objective programs
- 9. Tools for controlling decentralized processes: directional objective programs
- 10. Controlling effort quality improvement programs
- 11. Using dashboards and organizing information flows
- Conclusion
- References
- Index.
