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Selling and sales management

Author: David Jobber; Geoffrey Lancaster
Publisher: Harlow : Pearson, 2012.
Edition/Format:   Print book : English : 9th editionView all editions and formats
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Document Type: Book
All Authors / Contributors: David Jobber; Geoffrey Lancaster
ISBN: 9780273762652 0273762656 0273762672 9780273762676
OCLC Number: 794274319
Notes: Previous edition: 2009.
Description: xx, 565 pages ; 25 cm
Contents: Machine generated contents note: pt. One Sales perspective --
1. Development and role of selling in marketing --
Objectives --
Key concepts --
1.1. Background --
1.2. nature and role of selling --
1.3. Characteristics of modern selling --
1.4. Success factors for professional salespeople --
1.5. Types of selling --
1.6. Image of selling --
1.7. nature and role of sales management --
1.8. marketing concept --
1.9. Implementing the marketing concept --
1.10. relationship between sales and marketing --
1.11. Conclusions --
References --
Practical Exercise: Mephisto Products Ltd --
Examination questions --
2. Sales strategies --
Objectives --
Key concepts --
2.1. Sales and marketing planning --
2.2. planning process --
2.3. Establishing marketing plans --
2.4. place of selling in the marketing plan --
2.5. Conclusions --
References --
Practical Exercise: Auckland Engineering plc --
Examination questions --
pt. Two Sales environment --
3. Consumer and organisational buyer behaviour --
Objectives --
Key concepts --
3.1. Differences between consumer and organisational buying --
3.2. Consumer buyer behaviour --
3.3. Factors affecting the consumer decision-making process --
3.4. Organisational buyer behaviour --
3.5. Factors affecting organisational buyer behaviour --
3.6. Developments in purchasing practice --
3.7. Relationship management --
3.8. Conclusions --
References --
Practical Exercise: The lost computer sale --
Examination questions --
4. Sales settings --
Objectives --
Key concepts --
4.1. Environmental and managerial forces that impact on sales --
4.2. Sales channels --
4.3. Industrial/commercial/public authority selling --
4.4. Selling for resale --
4.5. Selling services --
4.6. Sales promotions --
4.7. Exhibitions --
4.8. Public relations --
4.9. Conclusions --
References --
Practical Exercise: Yee Wo Plastic Piping Components Ltd --
Practical Exercise: Gardnov Ltd --
Practical Exercise: Quality Chilled Foods Ltd --
Examination questions --
5. International selling --
Objectives --
Key concepts --
5.1. Introduction --
5.2. Economic aspects --
5.3. International selling at company level --
5.4. Cultural factors in international selling --
5.5. Organisation for international selling --
5.6. Pricing --
5.7. Japan --
a study in international selling --
5.8. Conclusions --
References --
Practical Exercise: Selling in China --
Practical Exercise: Syplan --
Practical Exercise: Wardley Investment Services (Hong Kong) --
Practical Exercise: Quality Kraft Carpets Ltd --
Examination questions --
6. Law and issues --
Objectives --
Key concepts --
6.1. contract --
6.2. Terms and conditions --
6.3. Terms of trade --
6.4. Business practices and legal controls --
6.5. Ethical issues --
6.6. Conclusions --
References --
Practical Exercise: Kwiksell Cars Ltd --
Practical Exercise: Chevron Texaco cuts losses with Innovetra Fraud Alerter --
Examination questions --
pt. Three Sales technique --
7. Sales responsibilities and preparation --
Objectives --
Key concepts --
7.1. Sales responsibilities --
7.2. Preparation --
7.3. Conclusions --
References --
Practical Exercise: The O'Brien Company --
Practical Exercise: Presenting New Standa Plus: The final word in hydraulic braking systems? --
Task --
Examination questions --
8. Personal selling skills --
Objectives --
Key concepts --
8.1. Introduction --
8.2. opening --
8.3. Need and problem identification --
8.4. presentation and demonstration --
8.5. Dealing with objections --
8.6. Negotiation --
8.7. Closing the sale --
8.8. Follow-up --
8.9. Conclusions --
References --
Practical Exercise: Mordex Photocopier Company --
Negotiation Exercise: Supermarket versus superbrand: co-operate to compete --
Task --
Practical Exercise: A controlled sales process? --
Examination questions --
9. Key account management --
Objectives --
Key concepts --
9.1. What is key account management? --
9.2. Advantages and dangers of key account management to sellers --
9.3. Advantages and dangers of key account management to customers --
9.4. Deciding whether to use key account management --
9.5. Criteria for selecting key accounts --
9.6. tasks and skills of key account management --
9.7. Key account management relational development model --
9.8. Global account management --
9.9. Building relationships with key accounts --
9.10. Key account information and planning system --
9.11. Key success factors for key account management --
9.12. Conclusions --
References --
Practical Exercise: Cloverleaf plc --
Examination questions --
10. Relationship selling --
Objectives --
Key concepts --
10.1. From total quality management to customer care --
10.2. From JIT to relationship marketing --
10.3. Reverse marketing --
10.4. From relationship marketing to relationship selling --
10.5. Tactics of relationship selling --
10.6. Conclusions --
References --
Practical Exercise: Microcom --
Practical Exercise: Focus Wickes --
`Fusion': Winners, 2004 Retail Week Supply Chain Initiative Award --
Examination questions --
11. Direct marketing --
Objectives --
Key concepts --
11.1. What is direct marketing? --
11.2. Database marketing --
11.3. Managing a direct marketing campaign --
11.4. Conclusions --
References --
Practical Exercise: Kettle Foods --
Practical Exercise: RU receiving me? --
Examination questions --
12. Internet and IT applications in selling and sales management --
Objectives --
Key concepts --
12.1. changing nature of the salesforce --
12.2. Electronic commerce and electronic procurement --
12.3. Using technology to support sales activities --
12.4. Using technology to improve sales management --
12.5. Conclusions --
References --
Practical Exercise: Raytheon --
Examination questions --
pt. Four Sales management --
13. Recruitment and selection --
Objectives --
Key concepts --
13.1. importance of selection --
13.2. Preparation of the job description and specification --
13.3. Identification of sources of recruitment and methods of communication --
13.4. Designing an effective application form and preparing a shortlist --
13.5. interview --
13.6. Supplementary selection aids --
13.7. Conclusions --
References --
Practical Exercise: Plastic Products Ltd --
Examination questions --
14. Motivation and training --
Objectives --
Key concepts --
14.1. Motivation --
14.2. Leadership --
14.3. Training --
14.4. Conclusions --
References --
Practical Exercise: Selling fountain pens --
Examination questions --
15. Organisation and compensation --
Objectives --
Key concepts --
15.1. Organisational structure --
15.2. Determining the number of salespeople --
15.3. Establishing sales territories --
15.4. Compensation --
15.5. Conclusions --
References --
Practical Exercise: Rovertronics --
Task --
Practical Exercise: Silverton Confectionery Company --
Examination questions --
pt. Five Sales control --
16. Sales forecasting and budgeting --
Objectives --
Key concepts --
16.1. Purpose --
16.2. Planning --
16.3. Levels of forecasting --
16.4. Qualitative techniques --
16.5. Quantitative techniques --
16.6. Budgeting --
purposes --
16.7. Budget determination --
16.8. sales budget --
16.9. Budget allocation --
16.10. Conclusions --
References --
Practical Exercise: Classical Reproductions Ltd --
Practical Exercise: A recipe for success --
Examination questions --
17. Salesforce evaluation --
Objectives --
Key concepts --
17.1. salesforce evaluation process --
17.2. purpose of evaluation --
17.3. Setting standards of performance --
17.4. Gathering information --
17.5. Measures of performance --
17.6. Appraisal interviewing --
17.7. Conclusions --
References --
Practical Exercise: Dynasty Ltd --
Practical Exercise: MacLaren Tyres Ltd --
Examination questions --
Appendix: Cases and discussion questions --
Ask Electronics: Integrating online and offline sales --
Tourism Concern: The relevance of sales and selling management to non-profit organisations --
Lloyds Banking Group: Corporate events as a sales tool --
JJB Sports: Different people, different performance.
Responsibility: David Jobber and Geoff Lancaster.

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