Selling Today Creating Customer
Value, 8th Canadian Edition by
Gerald L. Manning
Complete Chapter Solutions Manual
are included (Ch 1 to 17)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
1.Relationship Selling Opportunities in the Information Economy
2.Evolution of Selling Models that Complement the Marketing Concept
3.Ethics: The Foundation for Relationships that Create Value
4.Creating Value with a Relationship Strategy
5.Communication Styles: A Key to Adaptive Selling Today
6.Creating Product Solutions
7.Product-Selling Strategies that Add Value
8.The Buying Process and Buyer Behaviour
9.Developing and Qualifying Prospects and Accounts
10.Approaching the Customer with Adaptive Selling
11.Determining Customer Needs with a Consultative Questioning Strategy
12.Creating Value with the Consultative Demonstration
13.Negotiating Buyer Concerns
14.Adapting the Close and Confirming the Partnership
15.Servicing the Sale and Building the Partnership
16.Opportunity Management: The Key to Greater Sales Productivity
17.Management of the Sales Force
,Solutions Manual organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch17-1)
CHAPTER 17
MANAGEMENT OF THE SALES FORCE
EXTENDED PRESENTATION OUTLINE
Frequently, salespeople are given the opportunity to advance to the position of sales
manager and higher management positions that offer greater challenge and increased
economic rewards. Effective organization and management of a sales force is an
important responsibility of the sales manager.
As part of the Reality Selling Video Series, this chapter features an interview with
Jaime Barouh from McKesson Pharmaceutical, a supplier of pharmaceutical and
medical products.
I. Applying Leadership Skills to Sales Management
A. First promotion of many salespeople is to sales manager.
B. People who rise to the position of sales manager must understand the
difference between leadership and management.
1. Managers who lack certain leadership skills can actually deteriorate
salesperson performance.
2. Leadership is the process of inspiring, influencing, and guiding
employees to participate in a common effort.
3. Leadership is a series of skills that can be acquired through study and
practice.
C. Sales management is the process of planning, implementing, and
controlling the personal selling function.
1. Sales manager typically performs such management functions as
planning, recruiting, training, budgeting, development of
compensation plans, and assessing sales force productivity.
2. An external management function focused on bringing in orders and
revenue from outside the company.
3. Requires coordination and cooperation with almost every internal
department, including marketing, finance, and distribution.
4. Sales managers are often seen as a leader, coach, mentor, facilitator,
goal setter, motivator, number cruncher, and communicator.
5. More likely to function in a virtual office environment.
a. Use of technology—videoconferencing, teleconferencing, email,
and voice mail—reduces need for frequent face-to-face contact
with sales team (see Fig. 17.1).
6. Sales managers can have a dramatic influence on the salespeople.
a. Can have an advantageous, neutral, or even detrimental effect on
performance of sales subordinates.
168
, Chapter 17—Management of the Sales Force
D. Two of the most important dimensions of leadership—consideration and
structure with four styles of leadership (see Fig. 17.2).
E. Structure: Structure is the set of written and unspoken policies,
practices, and expectations that surround the job of the salesperson.
1. Sales managers who display structure clearly define their own duties
and those of the sales staff.
2. Active role in directing subordinates’ work.
3. Policies and procedures are clearly defined, and subordinates know
what is expected of them.
4. Evaluate salesperson productivity and provides feedback.
5. Behaviours providing evidence of structure:
a. Planning takes place on a regular basis.
b. Expectations are clearly communicated.
c. Decisions are made promptly and firmly.
d. Performance of salespeople is appraised regularly.
6. Structure is an important aspect of sales management but too much
structure can create problems.
a. Efforts to become better organized and more systematized has
allowed some sales organizations to develop detailed policies and
procedures robbing salespeople of time, energy, and creativity.
b. Overcontrolling sales managers aren’t just annoying; they are also
inefficient.
F. Consideration: Sales managers who display the leadership dimension of
consideration are more likely to have relationships with salespeople
that are characterized by mutual trust, respect for salespeople’s ideas,
and consideration for their feelings.
1. Behaviours providing evidence of structure:
a. Regular and effective communication receives a high priority.
b. Each salesperson is treated as an individual.
c. Good performance is rewarded often.
G. Situational leadership
1. Situational leadership is based on the theory that the most
successful leadership occurs when the leader’s style matches the
situation.
a. Character test: Sales managers who develop consideration and
structure skills and the flexibility needed to be a situational leader
must pass the character test.
(1) If sales manager fails the character test, they fail as a sales
manager.
(2) Character is composed of your personal standards of
behaviour, including your honesty, integrity, and moral
strength.
(3) Important part of your relationship strategy and major
ingredient sought in leaders.
H. Coaching for peak performance
169
Value, 8th Canadian Edition by
Gerald L. Manning
Complete Chapter Solutions Manual
are included (Ch 1 to 17)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
1.Relationship Selling Opportunities in the Information Economy
2.Evolution of Selling Models that Complement the Marketing Concept
3.Ethics: The Foundation for Relationships that Create Value
4.Creating Value with a Relationship Strategy
5.Communication Styles: A Key to Adaptive Selling Today
6.Creating Product Solutions
7.Product-Selling Strategies that Add Value
8.The Buying Process and Buyer Behaviour
9.Developing and Qualifying Prospects and Accounts
10.Approaching the Customer with Adaptive Selling
11.Determining Customer Needs with a Consultative Questioning Strategy
12.Creating Value with the Consultative Demonstration
13.Negotiating Buyer Concerns
14.Adapting the Close and Confirming the Partnership
15.Servicing the Sale and Building the Partnership
16.Opportunity Management: The Key to Greater Sales Productivity
17.Management of the Sales Force
,Solutions Manual organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch17-1)
CHAPTER 17
MANAGEMENT OF THE SALES FORCE
EXTENDED PRESENTATION OUTLINE
Frequently, salespeople are given the opportunity to advance to the position of sales
manager and higher management positions that offer greater challenge and increased
economic rewards. Effective organization and management of a sales force is an
important responsibility of the sales manager.
As part of the Reality Selling Video Series, this chapter features an interview with
Jaime Barouh from McKesson Pharmaceutical, a supplier of pharmaceutical and
medical products.
I. Applying Leadership Skills to Sales Management
A. First promotion of many salespeople is to sales manager.
B. People who rise to the position of sales manager must understand the
difference between leadership and management.
1. Managers who lack certain leadership skills can actually deteriorate
salesperson performance.
2. Leadership is the process of inspiring, influencing, and guiding
employees to participate in a common effort.
3. Leadership is a series of skills that can be acquired through study and
practice.
C. Sales management is the process of planning, implementing, and
controlling the personal selling function.
1. Sales manager typically performs such management functions as
planning, recruiting, training, budgeting, development of
compensation plans, and assessing sales force productivity.
2. An external management function focused on bringing in orders and
revenue from outside the company.
3. Requires coordination and cooperation with almost every internal
department, including marketing, finance, and distribution.
4. Sales managers are often seen as a leader, coach, mentor, facilitator,
goal setter, motivator, number cruncher, and communicator.
5. More likely to function in a virtual office environment.
a. Use of technology—videoconferencing, teleconferencing, email,
and voice mail—reduces need for frequent face-to-face contact
with sales team (see Fig. 17.1).
6. Sales managers can have a dramatic influence on the salespeople.
a. Can have an advantageous, neutral, or even detrimental effect on
performance of sales subordinates.
168
, Chapter 17—Management of the Sales Force
D. Two of the most important dimensions of leadership—consideration and
structure with four styles of leadership (see Fig. 17.2).
E. Structure: Structure is the set of written and unspoken policies,
practices, and expectations that surround the job of the salesperson.
1. Sales managers who display structure clearly define their own duties
and those of the sales staff.
2. Active role in directing subordinates’ work.
3. Policies and procedures are clearly defined, and subordinates know
what is expected of them.
4. Evaluate salesperson productivity and provides feedback.
5. Behaviours providing evidence of structure:
a. Planning takes place on a regular basis.
b. Expectations are clearly communicated.
c. Decisions are made promptly and firmly.
d. Performance of salespeople is appraised regularly.
6. Structure is an important aspect of sales management but too much
structure can create problems.
a. Efforts to become better organized and more systematized has
allowed some sales organizations to develop detailed policies and
procedures robbing salespeople of time, energy, and creativity.
b. Overcontrolling sales managers aren’t just annoying; they are also
inefficient.
F. Consideration: Sales managers who display the leadership dimension of
consideration are more likely to have relationships with salespeople
that are characterized by mutual trust, respect for salespeople’s ideas,
and consideration for their feelings.
1. Behaviours providing evidence of structure:
a. Regular and effective communication receives a high priority.
b. Each salesperson is treated as an individual.
c. Good performance is rewarded often.
G. Situational leadership
1. Situational leadership is based on the theory that the most
successful leadership occurs when the leader’s style matches the
situation.
a. Character test: Sales managers who develop consideration and
structure skills and the flexibility needed to be a situational leader
must pass the character test.
(1) If sales manager fails the character test, they fail as a sales
manager.
(2) Character is composed of your personal standards of
behaviour, including your honesty, integrity, and moral
strength.
(3) Important part of your relationship strategy and major
ingredient sought in leaders.
H. Coaching for peak performance
169
