Churchill, Ford, Walker's Sales Force Management

1 Introduction to Sales Management in the Twenty-First Century PART ONE 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 TWO 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 THREE Evaluation and Control of the Sales Program 12 Cost Analysis 13 Evaluating Salesperson Performance Comprehensive Cases for Part Three NOTES CASE INDEX NAME INDEX SUBJECT INDEX

Dr. Johnston is Professor of Marketing at the Roy E. Crummer Graduate School of Business, Rollins College in Winter Park, Florida. He earned his Ph.D. in Marketing in 1986 from Texas A&M University. Prior to receiving his doctorate he worked in industry as a sales representative for a leading distributor of photographic equipment. His research has resulted in published articles in a number of professional journals such as Journal of Marketing Research, Journal of Applied Psychology, and Journal of Personal Selling and Sales Management and many others. He is also co-author of Sales Force Management 6E (Churchill, Ford, Walker, Johnston, Tanner) published by Irwin McGraw-Hill. He has been retained as a marketing consultant for firms in the personal health care, chemical, transportation, service, and telecommunications industries. A partial list of organizations that Dr. Johnston has conducted market research for in the past includes AT&T, American Airlines, Walt Disney World, and the American Red Cross. In addition, he has consulted on a wide range of issues involving strategic decision-making, quality assessment, market analysis, sales training, and international market decisions. Finally, he has conducted a number of seminars around the world on a variety of topics including motivation, managing turnover in the organization, sales training issues, ethical issues in marketing, and improving overall sales performance. Greg W. Marshall, Associate Professor of Marketing at the University of South Florida, Tampa, FL. Greg has 13 years of selling and sales management experience and when he left the field to teach in 1986, he was the manager of the top selling performing ales district in the United States. His research focuses on sales force selection, performance and evaluation, sales force diversity, decision making by marketing managers, and inter-organizational relationships. He is the Associate Editor of the Journal of Personal Selling & Sales