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Index
Cover Title Copyright Brief Table of Contents Table of Contents Preface PART ONE WHAT IS CONTEMPORARY SELLING?
CHAPTER 1 INTRODUCTION TO CONTEMPORARY SELLING
Learning Objectives Introduction to Contemporary A Model for Contemporary Selling
Building Relationships, Creating Value Understanding Sellers and Buyers Ethics Technology Selling Process Sales Management
Issues Outside the Circles: The Global Selling Environment
Internal Environment External Environment
Summary Key Terms Role Play Discussion Questions Mini-Case 1: Creekside Outdoor Gear Appendix: Additional Information on Role Plays
CHAPTER 2 UNDERSTANDING SELLERS AND BUYERS
Learning Objectives Overview of Selling as a Career
Why Sales Jobs Are So Rewarding
Key Success Factors in Contemporary Selling
Listening Skills Follow-up Skills Ability to Adapt Sales Style from Situation to Situation Tenacity—Sticking with a Task Well Organized Verbal Communication Skills Proficiency in Interacting with People at All Levels of a Customer’s Organization Demonstrated Ability to Overcome Objections Closing Skills Personal Planning and Time Management Skills
Selling Activities Types of Selling Jobs
Selling in B2C versus B2B Markets Types of B2B Sales Jobs
Participants in the Organizational Buying Process
Selling Centers and Buying Centers
Organizational Buying Decision Stages
Stage One: Anticipation or Recognition of a Problem or Need Stage Two: Determination and Description of the Traits and Quantity of the Needed Item(s) Stage Three: Search for and Qualification of Potential Suppliers Stage Four: Acquisition and Analysis of Proposals or Bids Stage Five: Evaluation of Proposals and Selection of Suppliers Stage Six: Selection of an Order Routine Stage Seven: Performance Evaluation and Feedback
Types of Organizational Buying Situations Summary Key Terms Role Play Discussion Questions Mini-Case 2: National Agri-Products Company
CHAPTER 3 VALUE CREATION IN BUYER–SELLER RELATIONSHIPS
Learning Objectives Adding Value Is “Marketing 101”
Role of Selling in Marketing Role of Marketing in Selling
Clarifying the Concept of Value
Value Is Related to Customer Benefits The Value Chain Lifetime Value of a Customer
Communicating Value in the Sales Message
Product Quality Channel Deliverables (Supply Chain) Integrated Marketing Communications (IMC) Synergy between Sales and Marketing Execution of Marketing Mix Programs Quality of the Buyer–Seller Relationship (Trust) Service Quality Salesperson Professionalism Brand Equity Corporate Image/Reputation Application of Technology Price
Managing Customer Expectations Summary Key Terms Role Play Discussion Questions Mini-Case 3: BestValue Computers Appendix: Selling Math
CHAPTER 4 ETHICAL AND LEGAL ISSUES IN CONTEMPORARY SELLING
Learning Objectives The Importance of Ethics in the 21st Century
Renewed Emphasis on Ethical Practices Companies Take the Lead in Social Responsibility
Ethical Concerns for Salespeople
Issues with Customers Issues with Employers
Ethical Concerns for Management
Issues with Salespeople Issues with Company Policies
Legal Issues in Contemporary Selling
Uniform Commercial Code: The Legal Framework for Selling Unlawful Business Activities
A Code of Sales Ethics
Corporate Code of Ethics Individual Code of Sales Ethics
Summary Key Terms Role Play Discussion Questions Mini-Case 4: Health Sense Pharmaceuticals
CHAPTER 5 CRM, SALES TECHNOLOGIES, AND SALES ANALYTICS
Learning Objectives What Is Customer Relationship Management (CRM)?
From Mass Marketing to One-to-One Marketing CRM Process Cycle Toward a Relationship-Based Enterprise
The Technology of Selling
A Peek at Historical Sales Technology Sales Technology in the Informational Decade Gaining Technology Acceptance by Salespeople
Sales Analytics: Connecting CRM to Strategic Selling and Sales Force Management
Customer and Market Insights: Get to Know Your Customers and Market Better Get to Know Your Sales Force Better Impediments to Maintaining CRM System Data and Sales Analytics Efficacy
Summary Key Terms Discussion Questions Mini-Case 5: Who “Owns” CRM
PART TWO ELEMENTS OF THE CONTEMPORARY SELLING PROCESS
CHAPTER 6 PROSPECTING AND SALES CALL PLANNING
Learning Objectives Prospecting: Customers Don’t Start Out as Customers
Qualifying the Prospect Why Prospecting Is So Important
Sources of Prospects
Loyal Customers Endless Chain Referrals Networking Directories Internet Telemarketing Written Correspondence Trade Shows Conferences Cold Calls and Warm Calls Others in Your Firm
Set a Systematic Prospecting Plan
Make the Best Use of CRM in Prospecting Resist Call Reluctance
Planning the Sales Call: The Preapproach
Establish Goals for the Initial Sales Call Learn All You Can about the Prospect Plan to Portray the Right Image Determine Your Approach Prepare a Sales Proposal
The Sales Manager’s Role in Prospecting and Sales Call Planning Summary Key Terms Role Play Discussion Questions Mini-Case 6: Strong Point Financial Services
CHAPTER 7 COMMUNICATING THE SALES MESSAGE
Learning Objectives Communicating the Sales Message Getting Ready for a Sales Presentation
Characteristics of a Great Sales Presentation Sales Presentation Strategies
Setting Objectives and Goals Approach the Customer: Initiating the Relationship
Tips for Making a Good First Impression Approach Strategies
The Sales Presentation: Building the Relationship
Identify Customer’s Needs Listen Apply Your Knowledge to Customer Needs Satisfy Customer Needs
Keys to a Great Sales Presentation
Demonstrations The Value Proposition Nonverbal Communication What to Do When Things Go Wrong
The Sales Manager’s Role in the Sales Presentation
Managers Are Essential to a Great Presentation Providing the Tools for Success
Summary Key Terms Role Play Discussion Questions Mini-Case 7: Bright Colors Paint
CHAPTER 8 NEGOTIATING FOR WIN-WIN SOLUTIONS
Learning Objectives Negotiating Win-Win Solutions Negotiations: The Heart of the Win-Win Solution Common Customer Concerns
Do I Need Your Product? Do I Trust Your Company? I Don’t Really Know You I Need More Time to Consider Your Product Is This Your Best Price?
Basic Points in Negotiating Win-Win Solutions
Plan and Prepare Anticipation Enhances Negotiations Say What You Mean and Mean What You Say Negativity Destroys Negotiations Listen and Validate Customer Concerns Always Value the Value Proposition
Specific Negotiation Strategies
Question Direct Denial Indirect Denial Compensating for Deficiencies Feel—Felt—Found Third-Party Endorsements Bounce-Back Defer Trial Offer
The Sales Manager’s Role in Negotiating Win-Win Solutions Summary Key Terms Role Play Discussion Questions Mini-Case 8: Mid-Town Office Products
CHAPTER 9 CLOSING THE SALE AND FOLLOW-UP
Learning Objectives What Is a Close?
Selling Is Not a Linear Process
Closing Methods
Assumptive Close Minor Point Close Alternative Choice Close Direct Close Summary-of-Benefits Close Balance Sheet Close Buy-Now Close In Closing, Practice Makes Perfect
Dealing with Rejection
Attitude Is Important
Identifying Buying Signals
Verbal Buying Signals Nonverbal Buying Signals Trial Close
Common Closing Mistakes Follow-up Enhances Customer Relationships
Customer Expectations and Complaint Behavior Don’t Wait for Complaints to Follow Up with Customers Other Key Follow-up Activities CRM and Follow-up
The Sales Manager’s Role in Closing the Sale and Follow-up Summary Key Terms Role Play Discussion Questions Mini-Case 9: St. Paul Copy Machines Appendix: Checklist for Using Effective Closing Skills
CHAPTER 10 SALESPERSON SELF-MANAGEMENT
Learning Objectives The Importance of Salesperson Self-Management
Reasons for Salespeople Reasons for Sales Managers
Salespeople’s Role in Salesperson Self-Management
Efficient Time Management Effective Territory Management
Sales Managers’ Role in Time and Territory Management
Design the Most Effective Sales Territories Measure Sales Territory Performance
Summary Key Terms Role Play Discussion Questions Mini-Case 10: Diagnostic Services Inc.
PART THREE MANAGING THE CONTEMPORARY SELLING PROCESS
CHAPTER 11 SALESPERSON PERFORMANCE: BEHAVIOR, MOTIVATION, AND ROLE PERCEPTIONS
Learning Objectives Why Is It Important for Management to Understand Salesperson Performance? Salesperson Performance
Role Perceptions Sales Aptitude: Are Good Salespeople Born or Made? Sales Skill Levels Motivation Organizational, Environmental, and Personal Factors Rewards Satisfaction
How Salespeople Influence Performance
The Salesperson’s Role Perceptions The Salesperson’s Role Is Affected by Many Factors
How Managers Influence Performance
Role Perceptions Motivation Incentive and Compensation Policies
Summary Key Terms Role Play Discussion Questions Mini-Case 11: Ace Chemicals
CHAPTER 12 RECRUITING, SELECTING, AND TRAINING SALESPEOPLE
Learning Objectives
Recruitment and Selection Issues Establish Responsibility Analyze the Job and Determine Selection Criteria Find and Attract Applicants Develop and Apply Selection Procedures
Issues in Sales Training Objectives of Sales Training
Improve Customer Relationships Increase Productivity Improve Morale Lower Turnover Improve Selling Skills
Developing Successful Sales Training Programs
Analyze Needs Determine Objectives Develop Program and Implement Evaluate and Review the Program
Training Needs Change with Time
New Recruits Experienced Salespeople
Sales Training Topics
Product Knowledge Market/Industry Orientation Company Orientation Time and Territory Management Legal/Ethical Issues Technology Specialized Training Topics
Sales Training Methods
On-the-Job Training Internet (Online) Classroom Training Role-Playing
Measuring the Costs and Benefits of Sales Training
Measurement Criteria Measuring Broad Benefits Measuring Specific Benefits
Summary Key Terms Role Play #1 Role Play #2 Discussion Questions Mini-Case 12.1: Right Times Uniform Mini-Case 12.2: House Handy Products
CHAPTER 13 COMPENSATING AND EVALUATING SALESPEOPLE
Learning Objectives Overview of Salesperson Compensation and Incentives Straight Salary, Straight Commission, and Combination Plans Other Types of Compensation
Sales Contests Expense Accounts Nonfinancial Rewards
Deciding on the Mix and Level of Compensation
Dangers of Paying Salespeople Too Much Dangers of Paying Salespeople Too Little
Evaluating Salesperson Performance
Performance versus Effectiveness
Objective Measures of Performance
Ratio Measures
Subjective Measures of Performance
Problems with Subjective Performance Measurement Avoiding Errors in Subjective Performance Evaluation BARS Systems
360-Degree Performance Feedback Summary Key Terms Role Play #1 Role Play #2 Discussion Questions Mini-Case 13.1: MedTech Pharmaceuticals Mini-Case 13.2: American Food Processors
CHAPTER 14 GLOBAL PERSPECTIVES ON CONTEMPORARY SELLING
Learning Objectives Selling Is Global
The Global Marketplace and Contemporary Selling
Global Challenges in the Sales Process
Culture Business Practices Technology
Global Challenges in Managing the Sales Process
Sales Organizational Structure Hire the Right People in a Global Sales Environment Training for Effective Global Selling Motivation of the Global Salesperson Compensation of the Global Salesperson Evaluation of the Global Sales Force
Summary Key Terms Discussion Questions Mini-Case 14: Gen Tech Corporation
Glossary Endnotes Index
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