Sales Force Management
Leadership, Innovation, Technology
Published February 25th 2013 by Routledge – 576 pages
In this latest edition of Sales Force Management, Mark Johnston and Greg Marshall continue to build on the tradition of excellence established by Churchill, Ford, and Walker, solidifying the book's position globally as the leading textbook in the field. It’s a contemporary classic, fully updated for modern sales management practice.
Including the Churchill, Ford, and Walker approach, the new edition also features:
Further resources for instructors and students are available at www.routledge.com/cw/johnston-9780415534628 .
"New challenges within digital communication and selling are facing the new leaders of our sales forces, as well as those of us who teach, but the fundamentals have not changed, and must be studied and understood. As competition gets tougher, extensive competence is needed in a field dominated by "easy readers" ill- suited to be the resource that helps sales personnel master the dynamic issues they face every day. It is comforting that my students have a research-based and comprehensive book to learn from. I have used Sales Force Management since the 6th edition and the book is still doing an excellent job."
- Gorm Kunøe, Associate Professor, The Norwegian Business School
"This latest edition of the classic text is essential reading for students of sales management and selling. Building on a solid base of over half a century of rigorous academic research, the book draws out key implications and techniques that illuminate the area in a unique and insightful way. There is no better way to learn about sales and sales management than this book."
- Dr. Nick Lee, Professor of Marketing and Organizational Research Director of Doctoral Studies, Aston Business School
"Johnston and Marshall have continued to provide sales educators with a solid presentation of sales management principles and practices in this latest edition of the original Churchill, Ford, and Walker text and model. The inclusion of the Chally Group findings and examples make the text approachable for students. The text provides the updated role plays, cases, discussion questions and readings essential for students to engage in the real world process of sales management decision making. And the text continues to be supported by an array of instructional materials that provide flexibility for a variety of teaching approaches."
- Casey Donoho, Associate Professor of Marketing, College of Business, California State University, Chico
"An all-inclusive guide to sales program, development, implementation and evaluation, the eleventh edition of Sales Force Management provides all the necessary theory for Sales students at any level, combined with practical cases and role plays for clearer understanding and theoretical application. Mark Johnston and Greg Marshall in collaboration with HR Chally continue to develop this comprehensive guide to sales force management from managing complex relationships, through an emphasis on leadership together with ethical considerations, CRM and cross cultural insights, making this the principal reading choice for both academics and practitioners alike."
- Dr. Ian Speakman, Associate Professor of Negotiation, IESEG School of Management
"As the CEO of a growing software company in addition to teaching Sales Management for the past 10 years I have found Sales Force Management to be the definitive resource for my Sales Management course. The breadth and depth of research content are the perfect complement to the pragmatic approach I take to course instruction."
- Dave Gee, Department of Marketing, University of Wisconsin – Madison
1. Introduction to Sales Management in the Twenty-First Century Part I: Formulation of a Sales Program 2. The Process of Selling and Buying 3. Linking Strategies and the Sales Role in the Era of Customer Relationship Management 4. Organizing the Sales Effort 5. The Strategic Role of Information in Sales Management Comprehensive Cases for Part One Part II: Implementation of the Sales Program 6. Salesperson Performance: Behavior, Role Perceptions, and Satisfaction 7. Salesperson Performance: Motivating the Sales Force 8. Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople 9. Sales Force Recruitment and Selection 10. Sales Training: Objectives, Techniques, and Evaluation 11. Salesperson Compensation and Incentives Comprehensive Cases for Part Two Part III: Evaluation and Control of the Sales Program 12. Cost Analysis 13. Evaluating Salesperson Performance Comprehensive Cases for Part Three
Mark W. Johnston is the Alan and Sandra Gerry Professor of Marketing and Ethics at Rollins College, USA. He has published in a number of journals including the Journal of Marketing Research and the Journal of Personal Selling and Sales Management.
Greg W. Marshall is the Charles Harwood Professor of Marketing and Strategy at Rollins College, USA. Greg is an active researcher in selling and sales management, having written numerous journal articles. He is editor of the Journal of Marketing Theory and Practice.