Sales Management, Analysis and
Decision Making, 11th Edition by
Thomas N. Ingram
Complete Chapter Solutions Manual
are included (Ch 1 to 10)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
Chapter 1.Changing World of Sales Management
Chapter 2.Overview of Personal Selling
Chapter 3.Organizational Strategies and the Sales Function
Chapter 4.Sales Organization Structure and Salesforce Deployment
Chapter 5.Acquiring Sales Talent: Recruitment and Selection
Chapter 6.Continual Development of the Salesforce: Sales Training
Chapter 7.Sales Leadership, Management, and Supervision
Chapter 8.Motivation and Reward System Management
Chapter 9.Evaluating the Effectiveness of the Organization
Chapter 10.Evaluating the Performance of Salespeople
, CHAPTER 1
CHANGING WORLD OF SALES MANAGEMENT
CHAPTER OUTLINE
I. CHALLENGES IN THE SALES ORGANIZATION ENVIRONMENT
II. SALES MANAGEMENT RESPONSES
A. Create Customer Value
B. Increase Sales Productivity
C. Improve Sales Leadership
III. BEST SALES ORGANIZATIONS
IV. EFFECTIVE SALES MANAGERS
V. SALES MANAGEMENT PROCESS
A. Describing the Personal Selling Function
B. Defining the Strategic Role of the Sales Function
C. Developing the Salesforce
E. Directing the Salesforce
F. Determining Salesforce Effectiveness and Performance
VI. CHAPTER FORMAT
VII. CONCLUDING STATEMENT
VIII. SALES EXECUTIVE PANEL
CLASS SUGGESTIONS
Since the purpose of this chapter is to introduce the rest of the book, there are no sections for
learning objectives, opening vignette, discussion questions, or application exercises. However,
Figure 1, found in the textbook and the PowerPoint presentation that accompanies the text,
outlines the sales management process and provides a good overview of what the course will
entail.
Ideas for Student Involvement
* Video This short video (1:05) overviews sales management: “What is Sales Management
– Pipedrive,” https://www.youtube.com/watch?v=5EYlJPHlrcs.
* Lead a class discussion by having students jot down on a sheet of paper the knowledge,
skills, and characteristics required of an effective sales manager. Although most
students have not had a sales manager, they are likely to have (or had) a manager at some
point so they can reflect on this experience to help them think about this topic.
1
, * A good way to begin the sales management course is to have one or more sales managers
as guest speakers for this class session. These sales managers should be asked to discuss
all of the different activities involved in their jobs. This is an effective way to supplement
the material covered in the chapter and provide students with an overview of sales
management.
The ideal situation would be to have several sales managers from different management
levels, different types of sales management positions, and/or different industries. However,
it may be more realistic to try to get one individual who has experience across management
levels, positions and/or industries. The basic objective is to illustrate the diversity of
activities performed by sales managers and to identify similarities and differences across
management levels, positions, and/or industries. If the manager(s) cannot make it to
campus you might consider a virtual presentation.
* If it is not possible to have a sales manager as a guest speaker, the same objectives can be
achieved by having students interview sales managers (via phone, email, in-person or
virtually). Students should be instructed to read the chapter and prepare several questions
prior to contacting the sales manager. You might provide some company or sales manager
names to ensure that different types of sales managers are interviewed. Students can then
present the results of their interviews during the class session.
* It might be more convenient to have a salesperson speak to the class. They could give
their perspective on what a sales manager does, what they like about their manager and
what they do not like. Such insight could be valuable to students, many of whom will be
entering the sales field upon graduating.
* Another option is to have students find an article that illustrates one or more of the sales
management concepts outlined in chapter one. Students could type a brief summary of
their article and explain how it relates to one of the sales management concepts in the
chapter. Students can then present their findings in class.
* Some students taking this class may have already had a class in management. Others are
perhaps at least familiar with management. Lead a class discussion that compares and
contrasts management with sales management. This may help students put the course
into perspective.
* Since most students will not obtain a sales management position immediately upon
graduating you may want to lead a discussion about how this course will help students and
why it can be valuable to them even though they likely will not go straight into sales
management. This may help students understand the value of taking the sales
management course.
Semester-Long Projects
* Developing self-management skills. This exercise should be assigned at the beginning of
the semester to allow students time to read the book The 7 Habits of Highly Effective
2
Decision Making, 11th Edition by
Thomas N. Ingram
Complete Chapter Solutions Manual
are included (Ch 1 to 10)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
Chapter 1.Changing World of Sales Management
Chapter 2.Overview of Personal Selling
Chapter 3.Organizational Strategies and the Sales Function
Chapter 4.Sales Organization Structure and Salesforce Deployment
Chapter 5.Acquiring Sales Talent: Recruitment and Selection
Chapter 6.Continual Development of the Salesforce: Sales Training
Chapter 7.Sales Leadership, Management, and Supervision
Chapter 8.Motivation and Reward System Management
Chapter 9.Evaluating the Effectiveness of the Organization
Chapter 10.Evaluating the Performance of Salespeople
, CHAPTER 1
CHANGING WORLD OF SALES MANAGEMENT
CHAPTER OUTLINE
I. CHALLENGES IN THE SALES ORGANIZATION ENVIRONMENT
II. SALES MANAGEMENT RESPONSES
A. Create Customer Value
B. Increase Sales Productivity
C. Improve Sales Leadership
III. BEST SALES ORGANIZATIONS
IV. EFFECTIVE SALES MANAGERS
V. SALES MANAGEMENT PROCESS
A. Describing the Personal Selling Function
B. Defining the Strategic Role of the Sales Function
C. Developing the Salesforce
E. Directing the Salesforce
F. Determining Salesforce Effectiveness and Performance
VI. CHAPTER FORMAT
VII. CONCLUDING STATEMENT
VIII. SALES EXECUTIVE PANEL
CLASS SUGGESTIONS
Since the purpose of this chapter is to introduce the rest of the book, there are no sections for
learning objectives, opening vignette, discussion questions, or application exercises. However,
Figure 1, found in the textbook and the PowerPoint presentation that accompanies the text,
outlines the sales management process and provides a good overview of what the course will
entail.
Ideas for Student Involvement
* Video This short video (1:05) overviews sales management: “What is Sales Management
– Pipedrive,” https://www.youtube.com/watch?v=5EYlJPHlrcs.
* Lead a class discussion by having students jot down on a sheet of paper the knowledge,
skills, and characteristics required of an effective sales manager. Although most
students have not had a sales manager, they are likely to have (or had) a manager at some
point so they can reflect on this experience to help them think about this topic.
1
, * A good way to begin the sales management course is to have one or more sales managers
as guest speakers for this class session. These sales managers should be asked to discuss
all of the different activities involved in their jobs. This is an effective way to supplement
the material covered in the chapter and provide students with an overview of sales
management.
The ideal situation would be to have several sales managers from different management
levels, different types of sales management positions, and/or different industries. However,
it may be more realistic to try to get one individual who has experience across management
levels, positions and/or industries. The basic objective is to illustrate the diversity of
activities performed by sales managers and to identify similarities and differences across
management levels, positions, and/or industries. If the manager(s) cannot make it to
campus you might consider a virtual presentation.
* If it is not possible to have a sales manager as a guest speaker, the same objectives can be
achieved by having students interview sales managers (via phone, email, in-person or
virtually). Students should be instructed to read the chapter and prepare several questions
prior to contacting the sales manager. You might provide some company or sales manager
names to ensure that different types of sales managers are interviewed. Students can then
present the results of their interviews during the class session.
* It might be more convenient to have a salesperson speak to the class. They could give
their perspective on what a sales manager does, what they like about their manager and
what they do not like. Such insight could be valuable to students, many of whom will be
entering the sales field upon graduating.
* Another option is to have students find an article that illustrates one or more of the sales
management concepts outlined in chapter one. Students could type a brief summary of
their article and explain how it relates to one of the sales management concepts in the
chapter. Students can then present their findings in class.
* Some students taking this class may have already had a class in management. Others are
perhaps at least familiar with management. Lead a class discussion that compares and
contrasts management with sales management. This may help students put the course
into perspective.
* Since most students will not obtain a sales management position immediately upon
graduating you may want to lead a discussion about how this course will help students and
why it can be valuable to them even though they likely will not go straight into sales
management. This may help students understand the value of taking the sales
management course.
Semester-Long Projects
* Developing self-management skills. This exercise should be assigned at the beginning of
the semester to allow students time to read the book The 7 Habits of Highly Effective
2
