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Sales manager's desk book

Author: Garofalo, Gene Publisher: Prentice Hall, 1989.Language: EnglishDescription: 331 p. : Graphs ; 24 cm.ISBN: 013786583XType of document: BookBibliography/Index: Includes index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
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Print HF5438.4 .G37 1989
(Browse shelf)
001209554
Available 001209554
Total holds: 0

Includes index

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Sales Manager's Desk Book Table of Contents How This Book Will Help You............................................ vii 1 HOW TO HANDLE A MANAGERIAL ASSIGNMENT........ 1 Thinking Like a Manager (1) How to Be a Leader (1) A Short Definition of Management (2) The Best Way to Spend Management Time (2) Methods of Leadership (3) Management by Intimidation (4) Developing a Sense of Style (4) Meeting New Staff Members (4) Group Meetings (5) Meeting the Staff One-on-One (5) The Manager's Mental Personnel List (6) Conducting Staff Interviews with Good Performers (6) Conducting Staff Interviews with Nonquota Performers (7) Allowing the Staff to Interview the Manager (7) Points to Cover in Individual Meetings with Staff Members (8) Action Plans (8) The Gap (9) How to Analyze Last Year's Sales (9) How to Fill the Gap (9) What to Do When the Territory Salesperson Won't Commit to Goals (12) The Importance of Performance Review (12) How to Deal with Sales Problems (12) The Teamwork Concept in Sales (13) Where the Teamwork Concept Fails (13) Why It's Important to Build a Sense of Common Purpose (14) Six Steps to a Sense of Common Purpose (14) x / Table of Contents The Four Tried-and-True Motivators (15) Traits That Identify Management Potential (15) How to Establish Good Communication Links (16) Eight Steps to the Ideal Communication System (16) 2 HOW TO SET SALES PERFORMANCE STANDARDS.. 19 Evaluating Action Plans (19) The Value of the Review Process (19) Review Techniques (20) 14 Points to Cover in a Review Meeting (20) Other Items on a Review Agenda (21) Three Forms to Help Salespeople Get Organized (21) What the Manager Gets Out of a Review Meeting (22) The Five Benefits of the Review Process (22) Management Preparation for Review Meetings (27) Review Questions That Pin Down the Evasive (27) Following Up the Review (28) The Sales Force's Attitude Toward the Review Sessions (28) How to Make the Review Session a Positive Experience (28) How to Get Staff Members to Provide Accurate Information (29) When Reviews Aren't Necessary (29) How to Adjust Sales Targets (29) What to Do When Sales Targets Are Not on Schedule (30) What to Do About Noncorrectable Problems (30) When It's Time to Tell Top Management That Objectives Can't be Met (31) When Not to Go to Management About Target Problems (31) A Summary of the Review Process in 12 Easy Stages (31) 3 HOW TO WORK AND THRIVE WITHIN YOUR COMPANY'S ORGANIZATIONAL AND POLITICAL STRUCTURE................................................................. 33 Why It's Important for the Manager to Understand the Organizational Structure in His or Her Company (33) The Definition of an Organization Chart (34) Two Typical Organization Charts (34) Getting Inside the Boxes on Organization Charts (34) The Facts and Fancies of Organization Charts (35) Sales Managers' Concerns About Organizational Structure (36) How to Cut Across Organizational Lines of Authority (36) Table of Contents / xi A Quick and Easy Guide to Organizational Structure (37) The Organization of Sales and Marketing (38) The Fundamental Difference Between Sales and Marketing (38) Field Sales Reporting Structures (39) The Chain-of-Command Concept (39) The Importance of Loyalty (40) How to Regard Your Relationship with Your Boss (40) The Rewards for Loyalty (41) How to Work with People in the Home Office (41) A Seven-Point List That Will Make Any Field Manager a Home Office Darling (41) A Short Course in Office Politics (42) What Office Skirmishes Are All About (43) How Office Politics Affects the Ambitious Sales Manager (43) What to Do if the Boss is Out of Favor (44) A Summary of Company Politics (45) 4 HOW TO BUILD A REPORTING SYSTEM THAT WORKS.........................................................................46 Why Salespeople Don't Like to Fill Out Reports (46) Why Management Needs Reports (47) The Secret to Setting Up a Successful Reporting System (47) Why Reports Should Be Reviewed Periodically (48) What Kind of Reports Are Absolutely Necessary (48) Two Vital Sales Historical Records (48) The Sales Itinerary Sheet (50) Why the Sales Itinerary Sheet Is Vital to the Manager (50) The Infamous Call Report, Why Sales People Hate It (54) Three Kinds of Call Reports (54) The Detailed Report-54 The Summary Report-55 The Narrative Report-57 How to Design Your Own Call Report (58) How to Read a Call Report: 10 Things the Manager Can Learn (58) The Kinds of Sales Reports That Should Be Most Carefully Read (60) How to Insure That Call Reports Will Be Turned in on Time (61) Three Ways to Handle Late Report Die-Hards (61) How Call Reports Benefit Salespeople (62) xii / Table of Contents How to Use Call Reports as a Re-education Tool (63) How to Use Call Reports to Unmask the Nonworking Salesperson (63) Why the Nonworking Salesperson May Be Difficult to Spot (64) Four Call Report Clues to the Nonworker (64) 10 More Ways to Detect the Nonworker (65) What to Do About Nonworkers Once You Find Them Out (66) When Call Reports Should be Verified (67) Six Signs That Point to a Phony Call Report (67) How to Verify Call Report Entries (68) When Checking Up, Leave Room for Doubt (69) The Difference Between the Lazy and the Nonworking Salesperson (69) HOW TO FIND AND HIRE SALESPEOPLE WHO CAN SELL...................................................................... 70 When It May Be Time to Add New Salespeople (70) How to Pick the Right Moment to Add to a Sales Staff (70) Five Specific Signs That Will Help Convince Senior Management That More Staff Is Needed (71) The Seven Points to Cover on a Sales Personnel Requisition (72) Why Recruiting Is the Toughest Job a Sales Manager Has (74) The Difficulty of Judging Sales Talent (75) Why Sales Talent Can't be Measured (75) Why Hiring Mistakes Are Expensive (76) How to Lower the Odds Against Making a Hiring Mistake (76) Where to Find Qualified Sales Talent (76) Why the Sales Talent Search Should Begin at Home (76) How to Use Professional Connections to Find Sales Talent (77) How to Find Sales Talent Through Referrals (78) When Looking for Sales Talent Don't Forget About Retreads (78) Prospecting for Free (78) Other Free or Low-cost Possibilities for a Sales Talent Search (78) The Kind of Talent Search a Sales Manager Shouldn't Make (79) How to Find Sales Talent by Spending Money (79) How to Find Sales Talent by Advertising for It (79) How to Write a Sales-Help-Wanted Ad (80) Table of Contents / xiii Use Proven Ads When They're Available (80) The Eight Specifics That Should Be Included in a Sales-HelpWanted Ad (81) A Sample Sales-Help-Wanted Ad That Gets Results (82) The Kind of Responses That Can Be Expected from a SalesHelp-Wanted Ad (83) Six Tips to Help Sort Through Resumes to Find Qualified Candidates (83) How to Decipher Resume Language (84) How to Reduce the Applicants to a Manageable Number (84) How to Screen Job Applicants, 10 Things to Look For (86) Why First Impressions Don't Mean Everything (86) How to Match the Applicant to the Opportunity (87) What Information the Manager Wants to Get Across at Initial Interviews (87) What Information the Manager Wants to Obtain from Initial Interviews (87) The Worst Hiring Mistake a Sales Manager Can Make (88) Eight Clues to Help Uncover a Job-Hopper (88) How to Conduct Followup Interviews with Job Candidates (89) Three Questions Managers Should Ask Themselves About Job Applicants (89) Rating Job Applicants on Intangible Factors (89) The Most Desirable Trait a Prospective Salesperson Can Have (90) "Tie-Breakers" When It's Difficult to Choose Between Job Applicants (90) Getting Senior Management Approval Before Selecting Job Candidates (90) How to Make the Job Offer (91) Why Background Investigations Are Necessary (91) Background Investigation Courtesy (92) Three Basic Questions to Ask on a Background Check (93) One Question That Shouldn't Be Asked on a Background Check (93) How to Find Out What a Previous Employer Thinks About a Job Candidate (93) The Probing Questions to Ask About a Job Candidate (94) The One Essential Question That Must Be Asked About a Job Applicant (94) Using Other Resources to Check on Job Applicants (94) The Legal Implications of a Formal Job Offer (95) xiv / Table of Contents Nine Points to Include in an Offer Letter (96) Three Sample Job Offer Letters (96) Chapter Summary (98) 6 HOW TO DEVELOP COMPENSATION PLANS THAT HELP ACCOMPLISH SALES OBJECTIVES.........................99 The Difficulty of Developing Good Sales Compensation Plans (99) The Four Basic Objectives of a Sales Compensation Plan (100) Four Secondary Objectives of a Sales Compensation Plan (100) Six Things Salespeople Like to See in Compensation Plans (101) Management and Staff's Common Compensation Goals (101) How Overmanaging Gets in the Way of Establishing Equitable Compensation Plans (102) Using Incentive Compensation (102) The Questions Regarding Compensation and Motivation (102) The Six Most Common Sales Compensation Arrangements (103) Straight Commission-103 Straight Salary-104 Draw Against Commission-104 Salary Plus Commission-104 Salary Plus Bonus-104 Salary Plus Commission Plus Draw-104 Other Types of Compensation Plans (106) The Key to Picking a Sales Compensation Plan for Your Company (106) The Biggest Mistake Sales Managers Make When Developing Compensation Plans (106) Compensation Plan Objectives Summary (107) House Accounts, Why They're Usually a Bad Idea (107) Five Reasons Why the House Account Is Sometimes Neces sary (107) One Bad Reason to Establish a House Account (108) Why House Accounts Should Be Examined Regularly (108) Field Management Responsibility for House Accounts (109) How to Compensate a Salesperson for a House Account (109) The Reasons for Sales Contests (110) 12 Rules to Follow When Setting Up Sales Contests (110) Sales Contest Prizes (111) Merchandise and Trip Prizes (111) Table of Contents / xv Five Tips on How to Get the Most Value for the Sales Promotion Dollar (112) Three Ways to Keep Sales Rolling in After the Contest Is Over (112) Why Managers Make the Mistake of Trying to Do Everything Themselves (113) Motivating the Manager to Manage (114) The Mistake Many Companies Make When Promoting to Management (114) The Four Basic Rules That Will Motivate Managers to Manage (114) A Chapter Summary of Sales Compensation Plan Objectives (116) 7 HOW TO CONTROL SALES EXPENSES.................... 117 Typical Sales Management Attitudes Toward Expenses (117) Why Budget Work Is Not a Pleasant Task (117) Why Expense Controls Are Necessary (118) Six Items That Go into a Typical Sales Branch Operating Budget (118) How Budgets Are Prepared and Calculated, a Typical Worksheet (119) The Importance of Accurately Forecasting Costs (119) Why Expense Forecasts Help Senior Management (119) The Sales Manager's Function as a Controller and Why It's Important (121) When the Home Office Prepares the Field Operating Budget (121) How to Prepare a Field Operating Budget-122 The Best Budget a Manager Can Develop-123 Eight Questions to Ask When Starting to Prepare a Budget-123 Why the Sales Staff Should Prepare Their Own Budgets123 Give Staff Members Budget Guidelines-124 One Expense Item That's Under a Manager's Direct Control-124 How to Control Travel Expenses (124) The Sure-Fire Method to Control Expenses-124 Controlling Expenses Through Allowances-125 Paying Expenses on a Discretionary Basis-125 Complete Expense Reimbursement-126 xvi / Table of Contents Why Reimbursement Systems Must Be Controlled-126 The Expense Form as a Control Tool-127 Two Sample Expense Report Forms-127 How to Handle the Salesperson Who Is Chronically Late with Expense Reports-127 The 10 Typical Items on a Travel and Entertainment Expense Report-130 Five Specific Steps Toward Expense Control-130 Expense Control Through Per Diem-131 How to Control Expenses by Exception-131 10 Signs That Point to a Phony Expense Claim-132 How to Verify Individual Expense Items-133 Charting Mileage Expense Claims-134 Verifying Travel Itineraries-134 Checking Up on Actual Amounts Spent-134 How to Handle the Bogus Expense Claim-134 What to Do About the Company's Big Spender-135 Using a Bonus Plan to Control Expenses, Sample Scales-136 Four Warning Signs That Indicate Expense May Be Out of Control-136 Six Steps for Getting on Out-of-Control Budget Back on Track (137) Expense Control: A Key to Promotion-137 8 HOW TO MAKE UP NEXT YEAR'S SALES FORECAST................................................................... 139 What a Sales Forecast Is (139) Why Forecasts Are Vital (139) The Problem of Forecasting a Full Year in Advance (140) The Three Classical Methods of Forecasting (140) The Easiest Way to Forecast (140) How to Use Historical Data as a Basis for a Sales Forecast (141) The Benefits of a Historical Chart (143) Using Variable Data to Fine-Tune a Sales Forecast: a List of Six Common Variables (143) What Data Not to Include in a Sales Forecast (144) The Role of Art in Forecasting (144) How to Use Sales Staff Members to Help Prepare Accurate Forecasts (144) Table of Contents / xvii Why the Field Sales Force Is the Best Source for Accurate Forecasts (145) Using National Accounts as a Forecasting Barometer (146) Instructing the Field Sales Force in How to Make a Forecast, a Forecasting Chart (146) Why Field Forecasting Charts Measure More than Business Potential (148) Avoiding Blue-Sky Forecasts (148) Avoiding Pessimistic Forecasts (148) Comparing Forecast Data (148) What to Do When Forecasts Don't Agree (149) Adjusting Forecasts (149) The Give-and-Take of Forecast Meetings (150) Using Networking to Make Sales Forecasts, The Delphi Method (150) The Most Critical Factor in Forecasting (151) What to Do When the Forecast Is Off the Mark (151) Why Midyear Corrections Are Sometimes Necessary (152) How to Sell Senior Management That a Midyear Correction Is Necessary (152) How to Make a Midyear Forecast (152) An Important Tip About Midyear Corrections (153) What Managers Can Do When They Have No Input into Their Sales Targets (153) How to Raise an Objection to an Unreasonable Sales Forecast (154) What to Do When Objections Over Quota Assignments Are Ignored (155) How to Negotiate Goals with Senior Management (155) What to Do When the Sales Staff Says Next Year's Goals Can't Be Met (156) Answering Objections to Quota Assignments (156) What to Do When a Salesperson Is Able to Prove That a Quota Assignment Is Too High (157) The Last Word on Forecasts and Quota Assignments (157) 9 HOW TO SET UP BRANCH, DISTRICT, AND REGIONAL OFFICES................................................ 158 The Argument Against Providing Office Space for Field Sales Representatives (158) Seven Reasons Why Branch Office Space Becomes Necessary (159) xviii / Table of Contents Working Out of the Home, a Boon to Small Companies (159) The Disadvantages of Salespeople Working Out of Their Homes (160) When Working Out of the Home Is the Best Arrangement (160) Shared Facilities: A Popular New Approach to the Sales Office Space Problem (160) What Shared Facilities Offer (161) When Shared Facilities Are the Best Solution to the Sales Office Space Problem (161) The 10 Signs That Tell the Manager Exactly When a Branch Office Is Necessary (161) 10 Questions That Help the Manager Establish a Branch's Location (162) Getting Help to Acquire Field Office Space (163) Using a Commercial Real Estate Agent (163) How to Calculate the Costs for Office Space (164) Additional Office Costs (164) Lessor Concessions (164) How to Negotiate a Good Office Lease (164) The Legalities of the Commercial Office Lease Form (165) The Mechanics of Running a Field Sales Office (165) Seven Things That Must Be Done Before a New Sales Office Is Open (169) The Physical Move into a New Sales Office (173) Smoothing Out the Details (173) Chapter Summary (173) 10 HOW TO DEVELOP A SALES TRAINING PROGRAM.................................................................. 174 The Value of Sales Training (174) The Manager's Responsibility Toward Sales Training (174) The 10 Reasons Why Continuous Sales Training Is Necessary (175) Why Manager's Should Begin Training Programs with Themselves (176) Formalized Training Programs (177) What to Get Out of a Formalized Training Program (177) What Managers Teach During Sales Training Courses and Where They Teach It (177) The Classroom-177 How to Present Sales Training Material-178 The Least Successful Teaching Techniques-178 Table of Contents / xix How to Get Students Involved in the Course Material-178 Using Case Studies as a Teaching Tool-179 Using Competitive Spirit to Make Classroom Work Challenging-179 Role Playing as an Overrated Teaching Tool-179 Six Topics That Should Be Included in a Basic Sales Training Class-179 The Length of Classroom Training-180 Scheduling Multiple Training Sessions-180 Why Classroom Training Isn't Enough-181 Field Training: Five Reasons Why the Manager Shouldn't Put a New Trainee with an Old Pro (181) Who Has the Primary Responsibility for Field Training182 Three Things Not to Do as a Field Trainer-182 The Proper Way to Conduct Field Training-183 The Field Trainer as a Coach-183 Using Questions as a Training Tool: 10 Prompting Questions That Help a Sales Trainee Plan a Sales Call (183) How to Handle a Sales Call with a Sales Trainee: Three Things to Remember-184 A Manager's 14-Point Checklist to Help Critique a Trainee's Sales Call-184 After the Call Is Over-185 Eight Prompting Questions That Help a Trainee Plot Call Strategy-185 How to Handle the Critiquing Session: Using the Observation/Question Technique-187 Why It's Important Not to Be Overly Critical-188 Ways to Relieve Pressure During a Field Training Session188 How to End a Day's Field Training Session-188 Training Programs for Veteran Salespeople (189) Rules When Retraining Old Pros-189 How to Retrain the Old Pro Who Has Gone Stale-189 Three Easy Training Pills for Old Pros to Swallow-190 Field Training the Veteran Salesperson-190 Setting Training Objectives for Veterans: Sample Dialogues That Won't Bruise Egos-190 Using a Sales Trainee to Retrain an Old Pro-191 Going Back to Basics: The Ultimate Training Tool for Veterans and Rookies Alike (191) xx / Table of Contents The Status of Sales Training in Many Small Companies (192) How a Small Company Can Set Up and Run an Effective Sales Training Program (192) Seminars-192 The Sales Evangelists-193 How to Check Out a Seminar-193 Subscribing to Sales Journals and Bulletins-193 Using Local Educational Facilities as a Training Tool-193 The Sales Manager as an Educator (194) The Two "Nevers" in Sales Training (194) 11 HOW TO MOTIVATE SALES PERSONNEL............... 195 What Motivation Is All About (195) Some Questions on the Need for Motivation (196) Compensation and Fear as Motivators (196) Why Motivating People Is a Difficult Problem (197) Using Motivational Techniques Based on Human Nature (197) One Assumption to Make When Developing Motivation Programs (197) The Manager's Job as a Motivator (198) 18 Things, Other Than Money, That Motivate People to Perform Better (198) Manager's Attitude as a Motivator (202) Sales Contests, a Quick Fix for Sales Action (202) Contest Time Periods (202) Contest Objectives (202) Simple Sales Contests (203) The Most Common Type of Sales Contest (203) Merchandise Prizes (204) Publicizing the Contest Results (204) Contests Focused on Profit (204) Team Sales Contests (205) How to Get the Most Dollar Value Out of a Contest (205) How to Keep Sales Coming in After the Contest Is Over (206) How to Use the Promise of Promotion as a Motivational Tool (206) Assessing Promotion Possibilities (207) When Someone Isn't Management Material (207) Holding Back a Promotion (208) When There Are Two Good Managment Candidates (208) What to Do When There Are Few Opportunities for Promotion (208) Table of Contents / xxi Why It's Wrong to Give False Hopes About Promotion Possibilities (208) How Managers Can Motivate Themselves (209) The First Step in Self-Motivation (209) Selecting Different Kinds of Goals (209) Motivation Through Personnel Improvement (210) Motivation Through Competition (210) Motivation Through Wielding Influence (210) A Summary on Self-Motivation (210) 12 HOW TO RUN A SALES MEETING...........................211 The Essential Ingredient in Every Sales Meeting (211) The Seven Common Reasons for Calling a Sales Meeting (211) Know the True Cost of a Sales Meeting (212) How to Determine the Kind of Meeting You Want to Hold (212) Why the Kind of Meeting Determines Its Structure (213) The Small Office Meeting (213) The Negative Implications of an Office Meeting (213) The Advantages of Moving Meetings out of the Office (214) Calling the Larger Meeting (214) Six Advantages for Planning a Meeting Far in Advance (214) Site Selection for Sales Meetings (215) Travel Arrangements (215) Hotel Accommodations (216) A Short List of Meeting Requirements (216) Inspecting the Site of the Meeting (216) Meeting Room Size (216) Scheduling (217) How to Arrange the Seating (217) Sound Systems and Other Meeting Props (217) Four Questions to Ask When Writing a Meeting's Agenda (218) A Typical Meeting Agenda (219) Five Reasons Why It's Important to Use Different Speakers at a Meeting (219) Breaking Up a Sales Meeting into Different Kinds of Sessions (221) Sales Meeting Evening Sessions (221) Scheduling the Meeting's Breaks (221) Private Meetings (222) Food and Beverage Service (222) Using the Hotel's Catering and Convention Staff (222) Some Details That Can Make for a Successful Meeting (223) xxii / Table of Contents How to Address a Meeting (223) 13 Tips on Speaking Before an Audience (224) Why Meetings Don't Run on Schedule (225) Four Tricks to Keep a Meeting on Schedule (225) Some Final Thoughts on Sales Meetings (226) 13 HOW TO RUN TRADE SHOWS AND CONVENTIONS............................................................ 228 Brief History of Trade Shows (228) Making a Big Splash at a Trade Show (229) Why Managers Must Prepare for Trade Show Management (229) Eight Typical Costs Associated with a Trade Show (229) Why Companies Exhibit at Trade Shows: The Return on the Money Spent (231) Seven More Reasons Why Companies Participate in Trade Shows (232) The Economy of Trade Shows (232) The Key to a Successful Trade Show (233) The 22 Planning Steps Necessary to Make a Trade Show a cess (233) Preparing Sales Reps for a Trade Show (237) The 10 "Musts" for Sales Personnel Working a Trade Show Booth (237) Leads: The "Product" of a Trade Show (239) The 10 Essential Points to Cover in a Trade Show Lead Card (240) A Sample Lead Form (240) The Importance of an Immediate Review of Lead Cards (241) Distributing Trade Show Leads (241) A Sample Trade Show Followup Letter (241) Post-Show Strategy (242) The Trade Show Payoff (243) A Summary on Trade Shows (243) 14 HOW TO DEAL WITH SUB-PAR PERFORMERS ....................................................................................................244 Sales Performance Is Easy to Measure (244) The 10 Early-Warnings Signals of Poor Performance (244) What to Do with a Classic Nonperformer (247) Table of Contents / xxiii Classic Nonperformance Is Rare, Sub-Par Performance Isn't (247) Begin Changing Performance by Stopping (247) Every Manager's Four Responsibilities Regarding the Performance of Staff Members (247) Why Managers Can't Complain About Poor Performance (248) The First Rule in Dealing with Sub-Par Performers (248) Setting Higher Expectations: The Gateway to Improved Performance (248) Raising Potential (249) How to Get More Output from Salespeople (249) How to Force Staff Members to Set Higher Standards for Themselves (249) A Sample Dialogue with a Salesperson on the Performance Issue (250) What the Dialogue Demonstrated (251) Setting Incremental Goals, a Nine Step Program (251) Spending Time Improving Performance Where It Will Show the Best Results (252) A Five-Step Program That Will Improve Staff Performance by 25 Percent (253) Burnout (253) Why Performances Fall Off (253) Confronting Sub-Par Performers (254) Eliminating Probable Causes for Sub-Par Peformance (254) Treading on Dangerous Ground: Intruding into the Private Life of an Employee to Determine Causes for Sub-Par Performance (254) Some Less Obvious Reasons for Burnout (255) Some Quick-Fix Solutions to Burnout (255) Going Back to Basics: A Six-Step Solution to Burnout (256) The Cure for Sales Lethargy (257) What Actions Not to Take When Faced with Sub-Par Performance (257) What to Do When Disappointed in Results-256 When Termination Is Necessary (258) The Legal Side of Termination-258 Putting an Employee on Probation-258 How to Handle an Employee Termination-261 A Sample Termination Letter-261 Chapter Summary (261) xxiv / Table of Contents 15 HOW TO SELL THROUGH DEALERS, DISTRIBUTORS, AND MANUFACTURERS' REPRESENTATIVES................................................ 265 Three Different Distributing Systems (265) Why Indirect Marketing Channels Are Important (265) The Advantages of Direct Marketing (266) The Disadvantages of Direct Marketing (266) Marketing Trends (266) The Advantages of Using Indirect Marketing Channels (266) The Disadvantages of Using Indirect Marketing Channels (267) How Dealers Function (267) How Dealers Sell (268) Product Exclusivity and Dealers (268) The Objectives When Selling Products Through a Dealer Organization (268) One Big Problem with Selling Through Dealers (269) Required Sales Support for a Dealer Network (269) 10 Characteristics That Make for a Good Dealer (269) Where to Find Good Dealers (270) How to Recruit Good Dealers (271) The Irresistible Enticement for a Dealer (271) Good Profit Margins Never Scared Dealers Away (272) Dealer Attitudes Toward Price Cutting (272) Establishing Sales Prices (273) Product and Profitability: The Real Keys to a Good Dealer Network (273) A 10-Point Program Designed to Attract Dealers and Estab lish a Good Dealer Network (273) A Sample Dealer Agreement (275) How Distributors Function (276) Why Manufacturers Need Distributors (276) How Distributors Sell (276) How to Attract a Good Distributor: Four Requirements (277) Are Distributors Really Useful? (277) How Manufacturers' Representatives Function (278) The Profile for a Manufacturer's Rep (278) How Manufacturers' Reps Are Compensated (278) The Advantages of Using a Repping Outfit (279) The Disadvantages of Using Repping Outfits (279) Mixing Reps with Direct Salespeople (280) Five Ways to Find Good Manufacturers' Reps (280) Chapter Summary (281) Table of Contents / xxv 16 HOW TO USE ADVERTISING EFFECTIVELY ...282 Local Advertising (282) The Local Advertising World (282) Advertising to Satisfy Demand (283) The First Management Consideration About Advertising (283) Six Questions Managers Must Ask Before Developing an Advertising Program (283) The Big Question of the Advertising Budget (284) Three Ways of Calculating an Advertising Budget (284) How the Calculations Work (285) The Problem with Using a Percentage of Sales to Develop an Ad Budget (285) When Using a Percentage of Anticipated Sales for Budget Preparation Works for the Manager (285) Other Kinds of Ad Budget Calculations (285) How to Develop an Ad Budget That Top Management Won't Shoot Down (286) A Sample Advertising Budget (286) Where Advertising Money Is Best Spent: Advertising Media (286) Newspapers and Magazines (288) The Advantages of Newspaper Advertising (288) The Disadvantages of Newspaper Advertising (289) How Much Newspaper Advertising Costs (289) Positioning a Newspaper Advertisement (290) Designing a Newspaper Ad (290) Five Design Tips That Help a Newspaper Ad Look Professional (290) Repetition, the Key to a Successful Newspaper Ad Campaign (291) The Advantages of Magazine Advertising (291) The Disadvantages of Magazine Advertising (292) Magazine Ad Preparation (292) Magazine Advertising Costs (292) Yellow Pages Advertising (293) What a Yellow Pages Ad Should Accomplish (293) The Four Kinds of Yellow Pages Ads (293) Buying Ads in the Yellow Pages (294) Seven Tips on Designing a Yellow Pages Ad (294) What to Do When the Phone Rings (295) Radio, Back from the Dead (295) Why Advertisers Like Radio (295) xxvi / Table of Contents Five Decisions That Must Be Made When Buying Radio Time (295) The Strength of Radio (296) Radio's Disadvantages (296) How to Use Radio (297) Buying Radio Time (297) 10 Tips for Writing Radio Scripts (297) The Advantages of Television Advertising (298) The Disadvantages of Television Advertising (299) Television Alternative Advertising (299) The Advantages of Direct Mail Advertising (299) The Disadvantages of Direct Mail Advertising (300) Five Situations When Direct Mail Advertising Can Be Effective (300) How to Conduct a Direct Mail Campaign: Obtaining the Mailing List (301) The Three Parts of a Direct Mail Package (301) Seven Tips on Writing a Direct Mail Piece (302) The Value of the Product Brochure (302) The Direct Mail Response Form (302) Two Ways to Increase Direct Mail Response (303) Cutting Direct Mail Costs (303) Cooperative Advertising--What It Is (303) The Advantages of Cooperative Advertising (303) The Disadvantage of Cooperative Advertising (304) Chapter Summary (304) 17 MANAGING FOR THE FUTURE................................. 305 The Question That Stays with Managers Throughout Their Careers (305) The 11 Yardsticks That Determine if a Manager Is Ready for Another Promotion (306) Waiting for the Right Opportunity (307) The Problem of Doing Too Good a Job (308) The Importance of Grooming a Successor (308) When to Begin Training a Successor (308) How to Evaluate Staff Members as Potential Candidates for Promotion (309) Eight Characteristics That Identify the Potential Manager (309) How to Groom Someone for Management (309) Make Sure the Management Candidate Is Willing (310) Table of Contents I xxvii Bringing Along a Management Candidate Slowly (310) Avoiding the Appearance of Favoritism (311) Using Competition for a Managerial Position to Improve Overall Performance (311) "Advertising" the Candidate for Management (311) Management Candidates Reflect on Their Sponsors (312) Polishing Leadership Skills in Management Candidates (312) Confiding in a Management Candidate (313) What Else Managers Need to Know to Advance to Senior Management (313) 18 HOW TO SURVIVE THE VERY FIRST MANAGERIAL ASSIGNMENT................................................................... 314 Why Salespeople Are Promoted to Managers (314) The Entry Fee into Management (314) Four Similarities Between Running a Territory and Managing an Area (315) The 10 Major Responsibilities of a Sales Manager (315) Other Management Responsibilities (317) The Phenomenon of Being Promoted in Place (317) The Five Advantages of Being Promoted in Place (317) Three Disadvantages of Being Promoted in Place (318) How to Handle an In-Place Promotion: Five Actions to Take (318) Five Things Not to Do When Promoted in Place (319) Training for the New Manager (320) 11 Tips for Handling People (320) Six Tips on Working with Senior Management (321) A Final Word for the New Manager (322) INDEX.......................................................................................323

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