Cravens D. The Oxford Handbook of Strategic Sales and Sales Management 2011

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Cravens D. The Oxford Handbook of Strategic Sales and Sales Management 2011

Textbook in PDF format The Oxford Handbook of Strategic Sales and Sales Management is an unrivalled overview by leading academics in the field of sales and marketing management. Sales theory is experiencing a renaissance driven by a number of factors, including building profitable relationships, creating/delivering brand value, strategic customer management, sales and marketing relationships, global selling, and the change from transactional to customer relationship marketing. Escalating sales and selling costs require organizations to be more focused on results and highlight the shifting of resources from marketing to sales. Further the growth in customer power now requires a strategic sales response, and not just a tactical one. The positioning of sales within the organization, the sales function and sales management are all discussed. The Handbook is not a general sales management text about managing a sales force, but will fill a gap in the existing literature through consolidating the current academic research in the sales area. The Handbook is structured around four key topics. The first section explores the strategic positioning of the sales function within the modern organization. The second considers sales management and recent developments. The third section examines the sales relationship with the customer and highlights how sales is responding to the modern environment. Finally, the fourth section reviews the internal composition of sales within the organization. The Handbook will provide a comprehensive introduction to the latest research in sales management, and is suitable for academics, professionals, and those taking professional qualifications in sales and marketing. Overview of Strategic Sales and Sales Management / David W. Cravens, Kenneth Le Meunier-FitzHugh, and Nigel F. Piercy Sales Strategy and Environment The Evolution of the Strategic Sales Organization / Nigel F. Piercy and Nikala Lane Strategic Leadership in Sales: Understanding the Relationship between the Role of the Salesperson and the Role of the Sales Manager / Karen Flaherty Achieving Sales Organization Effectiveness / David W. Cravens The Changing Sales Environment: Implications for Sales and Sales Management Research and Practice / Nick Lee Sales Management Structuring the Sales Force for Customer and Company Success / Andris A. Zoltners, Prabhakant Sinha, and Sally E. Lorimer Sales Force-Generated Marketing Intelligence / Kenneth R. Evans and C. Fred Miao Management of a Contracted Sales Force (Manufacturer Representatives) / Thomas E. DeCarlo Training and Rewards / Mark W. Johnston Addressing Job Stress in the Sales Force / Thomas N. Ingram, Raymond W. Laforge, and Charles H. Schwepker, Jr. Sizing the Sales Force and Designing Sales Territories for Results / Andris A. Zoltners, Prabhakant Sinha, and Sally E. Lorimer The Sales Force and the Customer Customer Selection to Acquire, Retain, and Grow / Andrea L. Dixon Customer Relationship Management and the Sales Force / Thomas W. Leigh The Use of Organizational Climate in Sales Force Research / Steven P. Brown, Manoshi Samaraweera, and William Zahn Salespeople’s Influence on Consumers’ and Business Buyers’ Goals and Wellbeing / Harish Sujan Sales Technology / Gary K. Hunter The Organization and Sales Relationships Organizational Commitment to Sales / Wesley J. Johnston and Linda D. Peters The Strategic Role of the Selling Function: A Resource-Based Framework / Thomas W. Leigh, William L. Cron, Artur Baldauf, and Samuel Grossenbacher Sales Force Agility, Strategic Thinking, and Value Propositions / Larry B. Chonko and Eli Jones The Importance of Effective Working Relationships between Sales And Marketing / Kenneth Le Meunier-FitzHugh and Graham R. Massey Marketing: The Anchor for Sales / Noel Capon Index