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Sales Management
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Table of Contents

Preface 1. Changing World of Sales Management Part I: Describing the Personal Selling Function 2. Overview of Personal Selling Part II: Defining the Strategic Role of the Sales Function 3. Organizational Strategies and the Sales Function 4. Sales Organization Structure and Salesforce Deployment Appendix 4. Developing Forecasts Part III: Developing the Salesforce 5. Acquiring Sales Talent: Recruitment and Selection 6. Continual Development of the Salesforce: Sales Training Part IV: Directing the Salesforce 7. Sales Leadership, Management, and Supervision 8. Motivation and Reward System Management Part V: Determining Salesforce Effectiveness and Performance 9. Evaluating the Effectiveness of the Organization 10. Evaluating the Performance of Salespeople

About the Author

Thomas N. Ingram is a Partnership of Excellence Fellow and professor of marketing at Colorado State University, USA. Raymond W. (Buddy) LaForge is the Brown-Forman Professor of Marketing at University of Louisville, USA. Ramon A. Avila is the George and Frances Ball Distinguished Professor of Marketing and the founding director of the HH Gregg Center for Professional Selling at Ball State University, USA. Charles H. Schwepker, Jr. is the Mike and Patti Davidson Distinguished Marketing Professor at University of Central Missouri, USA. Michael R. Williams is professor of marketing and director of the Academy of Customer Excellence and Sales at Oklahoma City University, USA.

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