In this latest edition of Sales Force Management, Mark Johnston and Greg Marshall continue to build on the tradition of excellence established by Churchill, Ford, and Walker, increasing the book's reputation globally as the leading textbook in the field. The authors have strengthened the focus on managing the modern tools of selling, such as customer relationship management (CRM), social media and technology-enabled selling, and sales analytics. It's a contemporary classic, fully updated for modern sales management practice.
Pedagogical features include:
Engaging breakout questions designed to spark lively discussion
Leadership challenge assignments and mini-cases to help students understand and apply the principles they have learned in the classroom
Leadership, Innovation, and Technology boxes that simulate real-world challenges faced by salespeople and their managers
New Ethical Moment boxes in each chapter put students on the firing line of making ethical choices in sales
Role Plays that enable students to learn by doing
A selection of comprehensive sales management cases on the companion website
A companion website features an instructor's manual, PowerPoints, and other tools to provide additional support for students and instructors.
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