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Sales management: analysis and decision making

Author: Ingram, Thomas N. ; LaForge, Raymond W.Publisher: Dryden Press, 1992.Edition: 2nd ed.Language: EnglishDescription: 632 p. : Graphs/Maps ; 24 cm.ISBN: 0030541689Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HF5438.4 .I64 1992
(Browse shelf)
Available 001209430
Total holds: 0

Includes bibliographical references and index


Sales Management Analysis and Decision Making Brief Contents Chapter 1 An Overview of Contemporary Sales Management 1 Part One DESCRIBING THE PERSONAL SELLING FUNCTION 15 Chapter 2 An Overview 3 Personal 4 Sales of Personal Selling 16 Selling: Job Activities and the Sales Process 42 Careers: Characteristics, Qualifications, and Stages 76 Part Two DEFINING THE STRATEGIC ROLE OF THE SALES FUNCTION 123 Chapter 5 Corporate, Business, and Marketing Strategies and the Sales Function 124 Strategy and the Sales Function 152 6 Sales Part Three DESIGNING THE SALES ORGANIZATION 209 Chapter 7 Organizing 8 Allocating the Activities of Sales Managers and Salespeople 210 Selling Effort, Determining Salesforce Size, and Designing Territories 236 THE SALESFORCE 291 Part Four DEVELOPING Chapter 9 Staffing the Salesforce: Recruitment and Selection 292 Development of the Salesforce: Sales Training 326 10 Continual Part Five DIRECTING 'THE SALESFORCE 379 Chapter 11 Salesforce 12 Managing 13 Sales Motivation: Theories and Current Issues 380 Salesfime Reward Systems 412 Management Leadership and Supervision 442 SALESFORCE PERFORMANCE 485 Part Six DETERMINING Chapter 14 Developing 15 Evaluating Forecasts and Establishing Sales Quotas and Selling Budgets 486 Saks Organization Effectiveness: Sales, Cost, Profitability, and Productivity Analysis 514 and Controlling Salesperson Performance and Job Satisfaction 540 16 Evaluating

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