Test Bank for Selling Today Partnering to Create Value 14th Edition by Gerald Manning,Barry Reece,Michael Ahearne 9780134477404 0134477405

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ISBN 10: 0134477405

ISBN 13:9780134477404

 Author:Gerald Manning,Barry Reece,Michael Ahearne 

Selling Today: Partnering to Create Value helps you understand the value of developing personal selling skills by exposing you to a personal selling academic theory, role play scenarios, and real¿-world applications and ethical dilemmas. With the largest number of “learn by doing” materials available in any personal selling text, the 14th Edition offers tools to strengthen your learning process. As the developed nations of the world transition from a production focus to a sales ¿and¿ service focus, this cutting-¿edge new edition prepares you to succeed as a member of a new generation of businesspeople.

Selling Today Partnering to Create Value 14th Table of contents: 

Part 1 Developing a Personal Selling Philosophy

1 Relationship Selling Opportunities in the Information Economy

Learning Objectives

Personal Selling Today—A Definition and a philosophy

Emergence of Relationship Selling in the Information Economy

Major Advances in Information Technology and Electronic Commerce

Strategic Resource Is Information

Business Is Defined by Customer Relationships

Sales Success Depends on Creating and Adding Value

Considerations for a future in Personal selling

Wide Range of Employment Opportunities

Activities Performed by Salespeople

Freedom to Manage One’s Own Time and Activities

Titles Used in Selling Today

Above-Average Income

Above-Average Psychic Income

Opportunity for Advancement

Opportunities for Women

Employment Settings in Selling today

Selling through Channels

Career Opportunities in the Service Channel

Hotel, Motel, and Convention Center Services

Telecommunications Services

Financial Services

Media Sales

Real Estate

Insurance

Business Services

Career Opportunities in the Business Goods Channel

Industrial Salespeople

Sales Engineer or Applications Engineer

Field Salespeople

Career Opportunities in the Consumer Goods Channel

Retail Selling

Selling Skills—One of the “Master Skills for Success” in the Information Age

Knowledge Workers in the Information Economy

Managerial Personnel

Professionals

Entrepreneurs and Small Business Owners

Marketing Personnel and Customer Service Representatives

Learning to Sell

Corporate-Sponsored Training

Training Provided by Commercial Vendors

Certification Programs

College and University Courses

Chapter Learning Activities

Reviewing Key Concepts

Define personal selling and describe the three prescriptions of a personal selling philosophy

Describe the emergence of relationship selling in the age of information

Discuss the rewarding aspects of a career in selling today

Discuss the different employment settings in selling today

Explain how personal selling skills have become one of the master skills needed for success in the information age and how personal selling skills contribute to the work performed by knowledge workers

Identify the four major sources of sales training

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

2 Evolution of Selling Models That Complement the Marketing Concept

Learning Objectives

Marketing Concept Requires New Selling Models

Evolution of the Marketing Concept

Marketing Concept Yields Marketing Mix

Important Role of Personal Selling

Evolution of Consultative Selling

Evolution of Strategic Selling

Strategic/Consultative–Selling Model

Developing a Relationship Strategy

Developing a Product Strategy

Developing a Customer Strategy

Developing a Presentation Strategy

Interrelationship of Basic Strategies

Evolution of Partnering

Strategic Selling Alliances—The Highest Form of Partnering

Partnering Is Enhanced with High Ethical Standards

Partnering Is Enhanced with Customer Relationship Management

Value Creation—The New Selling Imperative

Chapter Learning Activities

Reviewing Key Concepts

Discuss the evolution of personal selling models as an extension of the marketing concept

Describe the evolution of consultative selling from the marketing era to the present

Define strategic selling and name the four broad strategic areas in the Strategic/Consultative–Selling Model

Describe the evolution of partnering and the nature of strategic account management

Explain how value-added selling strategies enhance personal selling

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

Part 2 Developing a Relationship Strategy

3 Ethics: The Foundation for Partnering Relationships That Create Value

Learning Objectives

Developing a Relationship Strategy for Partnering Style Selling

Issues Challenging the Ethics of Salespeople

Factors Influencing Ethical Decision Making of Salespeople

Influences in a Global Economy

Cultural Issues

Legal Issues

Influence of Senior Management

Influence of Company Policies and Practices

Sharing Confidential Information

Reciprocity

Bribery

Gift Giving

Entertainment

Business Defamation

Use of The Internet

Influence of the Sales Manager

Influence of the Salesperson’s Personal Values

Values Conflict

Influence of Laws, Contracts, and Agreements

Laws

Contracts and Agreements

Building Trust with the Transactional, Consultative and Strategic Alliance Buyer

Making Ethical Decisions That Build Selling Relationships

Influence of Character in Ethical Decision Making

The Erosion of Character on Ethical Decision Making

Developing a Personal Code of Ethics That Adds Value

Chapter Learning Activities

Reviewing Key Concepts

Explain the importance of developing a relationship strategy

Describe issues that challenge the ethical decision making of salespeople

Describe the factors that influence the ethical conduct of sales personnel

Describe how ethical decisions influence the building of partnering relationships in selling

Discuss guidelines for developing a personal code of ethics that creates value

Key Terms

Review Questions

Ethics Application Exercises

Circle Your Best Choice

Role-Play Exercise

4 Creating Value with a Relationship Strategy

Learning Objectives

Relationships Add Value

Partnering—The Highest-Quality Selling Relationship

Relationship Strategies Focus on Four Key Groups

Adapting the Relationship Strategy

Thought Processes That Enhance Your Selling Relationship Strategy

Self-Concept—An Important Dimension of the Relationship Strategy

The Win-Win Philosophy

Empathy and Ego Drive

Verbal and Nonverbal Strategies That Add Value to Your Selling Relationships

Adding Value with Nonverbal Messages

Influence of Your Entrance and Carriage

Influence of Shaking Hands

Influence of Facial Expressions

Influence of Eye Contact

Impact of Appearance on Relationships

Simplicity

Appropriateness

Quality

Visual Integrity

Impact of Voice Quality on Relationships

Impact of Etiquette on Your Relationships

Conversational Strategies That Enhance Relationships

Comments on Here and Now Observations

Compliments

Search for Mutual Acquaintances or Interests

Self-Improvement Strategies That Add Value

Chapter Learning Activities

Reviewing Key Concepts

Explain how partnering relationships add value

Discuss how thought processes can enhance your relationship strategy

Identify and describe the major nonverbal factors that shape our sales image

Describe conversational strategies that help us establish relationships

Explain how to establish a self-improvement plan based on personal development strategies

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

5 Communication Styles: A Key to Adaptive Selling Today

Learning Objectives

Communication Styles—An Introduction to Adaptive Selling

Communication Style Bias

Communication Style Principles

Improving Your Relationship Selling Skills

Communication Style Model

Dominance Continuum

Sociability Continuum

Four Styles of Communication

Minimizing Communication Style Bias

How Communication Style Bias Develops and Erodes Partnering Relationships

Adaptive Selling Requires Versatility That Builds Strong Relationships

Mature and Immature Behavior

Strength–Weakness Paradox

Building Strong Relationships Through Style Flexing

Building Relationships with Emotive Customers

Building Relationships with Directive Customers

Building Relationships with Reflective Customers

Building Relationships with Supportive Customers

Word of Caution

Chapter Learning Activities

Reviewing Key Concepts

Discuss how communication style influences the relationship process in sales

Identify the two major dimensions of the communication style model

Explain the four communications styles in the communication style model

Learn how to identify your preferred communication style and that of your customer

Learn to adapt interpersonal versatility and build strong selling relationships with style flexing

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

Part 3 Developing a Product Strategy

6 Creating Product Solutions

Learning Objectives

Developing Product Solutions That Add Value

Selling Solutions

Tailoring The Product Strategy

Explosion of Product Options

Creating Solutions with Product Configuration

Preparing Written Proposals

Becoming a Product Expert

Product Development and Quality Improvement Processes

Performance Data and Specifications

Maintenance and Service Contracts—Servicing the Sale

Pricing and Delivery

Become a Company Expert

Company Culture and Organization

Company Support for Product

Become the Industry Expert—Know Your Competition

Develop and Communicate a Healthy Attitude toward Your Competition

Sources of Product, Company and Industry Information

Web-Based Sources, Catalogs, and Marketing-Related Sales Support Information

Engage in Plant Tours

Build Strong Relationships with Internal Sales and Sales Support Team Members

Today’s Wired Customers Have a Lot of Product, Competitive, and Industry Knowledge

Researching and Using Products

Reading and Studying Publications

Word of Caution

Creating Value with a Feature–Benefit Strategy

Distinguish between Features and Benefits

General Versus Specific Benefits

Incorporating Advantage Statements

Use Bridge Statements

Identify Features and Benefits

Avoiding Information Overload

Chapter Learning Activities

Reviewing Key Concepts

Explain the importance of developing product solutions that add value

Describe the importance of becoming an expert regarding product knowledge

Describe the importance of becoming an expert regarding company knowledge

Describe how expert knowledge of competition and industry trends improves personal selling

List major sources of product, competitor and industry information

Explain how to add value with a feature–benefit strategy

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

7 Product-Selling Strategies That Add Value

Learning Objectives

Product Positioning—In a Competitive Marketplace

Essentials of Product Positioning

Salesperson’s Role in Product Differentiation

Custom Fitting and Communicating the Value Proposition

Quantifying The Value Proposition

The Three-Dimensional (3-D) Product Solutions Selling Model

Product-Positioning Strategies to Sell New (vs. Mature), and Low-Priced (vs. Value-Added) Products

Selling New Products Versus Well-Established Products

Selling New and Emerging Products

Selling Mature and Well-Established Products

Selling Products with a Price Strategy

Selling Your Product with the Value-Added Product-Selling Model

Value Creation Product Strategies for Transactional, Consultative, and Strategic Alliance Buyers

Chapter Learning Activities

Reviewing Key Concepts

Describe positioning as a product-selling strategy

Explain the 3-D Product Solutions Selling Model

Discuss product-positioning options

Explain how to sell your product with a price strategy

Explain how to sell your product with a value-added strategy

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

Part 4 Developing A Customer Strategy

8 The Buying Process and Buyer Behavior

Learning Objectives

Developing a Customer Strategy

Adding Value with a Customer Strategy

Complex Nature of Customer Behavior

Consumer Versus Business Buyers

Types of Business Buying Situations

New-Task Buy

Straight Rebuy

Modified Rebuy

Building Strategic Alliances

Types of Consumer Buying Situations

Habitual Buying Decisions

Variety-Seeking Buying Decisions

Complex Buying Decisions

Achieving Alignment with the Customer’s Buying Process

Steps in the Typical Buying Process

Needs Awareness

Evaluation of Solutions

Resolution of Problems

PURCHASE

Implementation

Understanding the Buying Process of the Transactional, Consultative, and Strategic Alliance Buyer

Transactional Process Buyer

Consultative Process Buyer

Strategic Alliance Process Buyer

The Buyer Resolution Theory

Understanding Buyer Behavior

Basic Needs That Affect Buyer Behavior

Maslow’s Hierarchy of Needs

Physiological Needs

Security Needs

Social Needs

Esteem Needs

Self-Actualization Needs

Group Influences That Affect Buying Decisions

Role Influence

Reference Group Influence

Social Class Influence

Culture and Subculture Influence

Perception—How Customer Needs Are Formed

Buying Motives

Emotional Versus Rational Buying Motives

Emotional Buying Motives

Rational Buying Motives

Patronage Versus Product Buying Motives

Patronage Buying Motives

Product Buying Motives

Chapter Learning Activities

Reviewing Key Concepts

Discuss the meaning of a customer strategy

Explain the difference between consumer and business buyers

Understand the importance of alignment between the selling process and the customer’s buying process

Understand the buying process of the transactional, consultative, and strategic alliance buyer

Discuss the various influences that shape customer-buying decisions

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

9 Developing and Qualifying Prospects and Accounts

Learning Objectives

Prospecting and Account Development Requires Planning

Account Development and Prospecting Plans Must Be Assessed Often

Sources of Prospects and Accounts

Referrals

Endless Chain Referrals

Referral Letters and Cards

Referral Organizations

Centers of Influence, Friends, and Family Members

Directories

Trade Publications

Trade Shows and Special Events

Telemarketing and E-Mail

Direct-Response Advertising and Sales Letters

Website

Computerized Database

Cold Calling

Networking

Educational Seminars

Prospecting and Account Development by Nonsales Employees

Combination Approaches

Qualifying Prospects and Accounts

Collecting and Organizing Account and Prospect Information

Sales Intelligence

Managing the Account and Prospect Base

Portfolio Models

Sales Process Models

Pipeline Management, Pipeline Analytics, and Pipeline Dashboards

Chapter Learning Activities

Reviewing Key Concepts

Discuss the importance of developing a prospect or account

Identify and assess important sources of prospects and accounts

Describe criteria for qualifying prospects and accounts

Explain common methods of collecting and organizing prospect and account information

Describe the steps in managing the prospect or account list

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

Part 5 Developing A Presentation Strategy

10 Approaching the Customer with Adaptive Selling

Learning Objectives

Developing The Presentation Strategy

Presentation Strategy Adds Value

Planning The Preapproach

Establishing Presentation Objectives

Team Selling Presentation Strategies

Strategies for Selling to a Buying Committee

Adaptive Selling: Builds on Four Strategic Areas of Personal Selling

Developing the Six-Step Presentation Plan

Planning the Presentation

Adapting the Presentation Plan to the Customer’s Buying Process

The Approach

The Telephone Contact

Effective Use of Voice Mail

Effective Use of e-mail

Effective Use of Text Messaging

The Social Contact—Building Rapport

Guidelines For Good Social Contact

The Business Contact

Converting the Prospect’s Attention and Arousing Interest

Agenda Approach

Product Demonstration Approach

Referral Approach

Customer Benefit Approach

Question Approach

Survey Approach

Premium Approach

Combination Approaches

Coping with Sales Call Reluctance

Selling to the Gatekeeper

Chapter Learning Activities

Reviewing Key Concepts

Describe the three prescriptions that are included in the presentation strategy

Discuss the two-part preapproach process

Describe team presentation strategies

Explain how adaptive selling builds on four broad strategic areas of personal selling

Describe the six main parts of the presentation plan

Explain how to effectively approach the customer

Describe seven ways to convert the prospect’s attention and arouse interest

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

11 Determining Customer Needs with a Consultative Questioning Strategy

Learning Objectives

The Consultative Sales Process Adds Value

The Four-Part Need-Satisfaction Model

Part One—Need Discovery

Part Two—Selection of the Solution

Part Three—Need Satisfaction Through Informing, Persuading, or Reminding

Part Four—Servicing the Sale

Creating Value with Need Discovery

Need Discovery—Asking Questions

The Spin Selling Model

Personal Selling Skills Model

Socratic Selling Model

The Four-Part Consultative Questioning Strategy

Survey Questions Reveal Customer’s Problems

Probing Questions Reveal Customer’s Pain

Confirmation Questions Reveal Mutual Understanding

Need-Satisfaction Questions Reveal Pleasure

Qualifying to Eliminate Unnecessary Questions

Need Discovery—Listening and Acknowledging the Customer’s Response

Need Discovery—Establishing Buying Motives

Selecting Solutions that Create Value

Selecting Solutions—Match Specific Benefits with Buying Motives

Selecting Solutions—Product Configuration

Selecting Solutions—Make Appropriate Recommendations

Recommend Solution—Customer Buys Immediately

Recommend Solution—Salesperson Makes Need-Satisfaction Presentation

Recommend Another Source

Need Discovery and the Transactional Buyer

Involving the Prospect in the Need Discovery

Transitioning to the Presentation

Planning and Execution—Final Thoughts

Chapter Learning Activities

Reviewing Key Concepts

Outline the benefits of the consultative sales process

Describe the four parts of the need-satisfaction model

Discuss the use of questions to discover customer needs

Describe the importance of active listening and the use of confirmation questions

Select solutions that match customer needs

Key Terms

Review Questions

Role-Play Application Exercises for “Questioning” Video Series

12 Creating Value with the Consultative Presentation

Learning Objectives

Need Satisfaction—Selecting a Consultative Presentation Strategy

Need Satisfaction—The Informative Presentation Strategy

Need Satisfaction—The Persuasive Presentation Strategy

Need Satisfaction—The Reminder Presentation Strategy

Guidelines for Creating a Presentation That Adds Value

Adapt the Presentation to Meet Unique Needs of the Customer

Cover One Idea at a Time and Use an Appropriate Amount of Detail

Use Proof Devices to Demonstrate Buyer Benefits

Proof Devices

Appeal to as Many Senses as Appropriate

Balance Telling, Showing, and Involvement

Develop Creative Presentations

Consider the Use of Humor—in Moderation

Choose the Right Setting

Document the Value Proposition

Quantify the Solution

Check Sales Tools

Summarize Major Points

Guidelines for a Persuasive Presentation Strategy That Adds Value

Place Special Emphasis on the Relationship

Target Emotional Links and Use a Persuasive Vocabulary

Sell Specific Benefits and Obtain Customer Reactions

Use of Showmanship

Minimize the Negative Impact of Change

Place the Strongest Appeal at the Beginning or End

Use the Power of Association with Metaphors, Stories, and Testimonials

Guidelines for a Group Sales Presentation

Enhancing the Group Presentation with Mental Imagery

Video or Media Enhanced Presentation Fundamentals

Selling Tools for Effective Demonstrations

Product and Plant Tours

Models

Photos, Illustrations, and Brochures

Portfolios

Reprints

Catalogs

Graphs, Charts, and Test Results

Bound Paper Presentations

Tablets, Laptop Computers and Demonstration Software

Enhancing Demonstrations with Powerpoint

Creating Electronic Spreadsheets

Web-Based Presentations

Rehearse the Presentation

Plan for the Dynamic Nature of the Consultative Sales Presentation

Chapter Learning Activities

Reviewing Key Concepts

List and describe three types of need-satisfaction presentation strategies

Present guidelines for creating consultative presentations that add value

Describe the elements of a persuasive presentation strategy

Describe elements of an effective group presentation

Develop selling tools that add value to your sales demonstrations

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

13 Negotiating Buyer Concerns

Learning Objectives

Formal Integrative Negotiation—Part of the Win-Win Relationship Strategy

Negotiation Is a Process

Planning for Formal Negotiations

Gather Information before the Negotiation

Decide Team Versus Individual Negotiations for Both Seller and Buyer

Understand the Value of what you are Offering

Determine your Goals and Financial Objectives

Prepare an Agenda

Review Adaptive Selling Styles

Prepare a Negotiations Worksheet

Conducting the Negotiation Session

Understand the Problem

Create Alternative Solutions that can Add Value

Periodically Review Acknowledged Points of Agreement

Do not Make Concessions too Quickly

Timing and the Pareto Law

Know When to Walk Away

Common Types of Buyer Concerns

Concerns Related to Need for the Product

Concerns About the Product or Services

Concerns Related to Source

Concerns Related to Time

Concerns Related to Price

Specific Methods of Negotiating Buyer Concerns

Direct Denial

Indirect Denial

Feel–Felt–Found

Questions

Superior Benefit

Demonstration

Trial Offer

Third-Party Testimony

Postpone Method

Combination Methods

Creating Value During Formal Negotiations

How to Deal with Price Concerns

Do Clarify Price Concerns with Questions

Do Add Value with a Cluster of Satisfactions

Do not Make Price the Focal Point of your Sales Presentation

Do not Apologize for the Price

Do Point out the Relationship between Price and Quality

Do Explain and Demonstrate the Difference between Price and Cost

Negotiating Price with a Low-Price Strategy

Working with Buyers Trained in Formal Negotiation

Budget Limitation Tactic47

Take-It-or-Leave-It Tactic48

Let-Us-Split-the-Difference Tactic50

“If . . . Then” Tactic

“Sell Low Now, Make Profits Later” Tactic

Chapter Learning Activities

Reviewing Key Concepts

Describe the principles of formal negotiations as part of the win-win strategy

Describe common types of buyer concerns

Discuss specific methods of negotiating buyer concerns

Outline methods for creating value in formal negotiations

Work with buyers who are trained in negotiation

Key Terms

Review Questions

“Negotiations: Solving the Tough Problems” Video Application Exercises

Role-Play Exercise

14 Adapting the Close and Confirming the Partnership

Learning Objectives

Adapting the Close—an Attitude that Adds Value

Review the Value Proposition From the Prospect’s Point of View

Closing the Sale—The Beginning of the Partnership

Guidelines for Closing the Sale

Focus on Dominant Buying Motives

Longer Selling Cycles and Incremental Commitments

Negotiating the Tough Points Before Attempting the Close

Avoid Surprises at the Close

“Tough-Mindedness”—Displaying a High Degree of Self-Confidence at the Close

Ask for the Order More Than Once

Recognize Closing Clues

Specific Methods for Closing the Sale

Trial Close

Direct Appeal Close

Assumptive Close

Summary-of-Benefits Close

Special Concession Close

Multiple Options Close

Balance Sheet Close

Management Close

Impending Event Close

Combination Closes

Adapting to the Customer’s Communication Style

Directive

Emotive

Supportive

Reflective

Practice Closing

Confirming the Partnership When the Buyer Says Yes

What to Do When the Buyer Says No

Prepare the Prospect for Contact with the Competition

Chapter Learning Activities

Reviewing Key Concepts

Describe the proper attitude to display toward closing the sale

List and discuss selected guidelines for closing the sale

Explain how to recognize closing clues

Discuss specific methods of closing the sale

Explain what to do when the buyer says yes and what to do when the buyer says no

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

15 Servicing the Sale and Building the Partnership

Learning Objectives

Building Long-Term Partnerships with Customer Service

Achieving Successive Sales

Responding to Increased Postsale Customer Expectations

High Cost of Customer Attrition

Current Developments in Customer Service

Computer-Based Systems

Customer Service Methods that Strengthen the Partnership

Adding Value with Follow-Through

Make Credit Arrangements

Schedule Deliveries

Be Present During Delivery

Monitor Installation

Offer Training in the Use or Care of the Product

Provide Price Change Information

Preventing Postsale Problems

Adding Value with Customer Follow-Up

Personal Visit

Telephone Call

E-Mail or Text Message

Letter or Card

Call Report

Adding Value with Expansion Selling

Preplan Your Service Strategy

Partnership-Building Strategies Should Encompass All Key People

Partnering with an Unhappy Customer

Chapter Learning Activities

Reviewing Key Concepts

Explain how to build long-term partnerships with customer service

Describe current developments in customer service

List and describe the major customer service methods that strengthen the partnership

Explain how to add value with expansion selling

Explain how to deal effectively with complaints

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

Part 6 Management of Self and Others

16 Opportunity Management: The Key to Greater Sales Productivity

Learning Objectives

Opportunity Management—A Four-Dimensional Process

Time Management

Time-Consuming Activities

Time Management Methods

Develop a Series of Personal Goals

Prepare a Daily “to Do” List

Maintain a Planning Calendar

Organize your Selling Tools

Saving Time with Meetings in Cyberspace and Other Methods of Communication

Territory Management

What Does Territory Management Involve?

Step 1—Classify All Customers

Step 2—Develop a Routing and Scheduling Plan

Sales Call Plans

Records Management

Common Records Kept by Salespeople

Customer and Prospect Files

Call Reports

Expense Records

Sales Records

Maintaining Perspective

Stress Management

Develop a Stress-Free Home Office

Maintain an Optimistic Outlook

Practice Healthy Emotional Expression

Maintain a Healthy Lifestyle

Chapter Learning Activities

Reviewing Key Concepts

Discuss the four dimensions of opportunity management

List and describe time management strategies

Explain factors that contribute to improved territory management

Identify and discuss common elements of a records management system

Discuss stress management practices

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

17 Management of the Sales Force

Learning Objectives

Applying Leadership Skills to Sales Management

Structure

Consideration

Situational Leadership

The Character Test

Coaching for Peak Performance

Recruitment and Selection of Salespeople

Determine Actual Job Requirements

Search Out Applicants from Several Sources

Select the Best-Qualified Applicant

Personality and Skills Testing

Orientation and Training

Sales Force Motivation

Effective Use of External Rewards

Compensation Plans

Strategic Compensation Planning

Assessing Sales Force Productivity

Chapter Learning Activities

Reviewing Key Concepts

Describe how leadership skills can be applied to sales management

List and discuss the qualities of an effective sales manager

Discuss recruitment and selection of salespeople

Describe effective orientation and training practices

Explain effective sales force motivation practices

Develop an understanding of selected compensation plans

List and discuss criteria for evaluating sales performance

Key Terms

Review Questions

Application Exercises

Role-Play Exercise

Appendix 1 Reality Selling Today Role Plays and Video Scenarios

Table of Contents Selling Today: Partnering to Create Value—Training Videos

Appendix 2

Table of Contents Regional Accounts Management Case Study

Selling Today Appendix 3

Appendix 3 Table of Contents

 

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