Edit the book catalogue of this paragraph.
Directory chapter 1 Dynamic changes and opportunities in sales 1 1 Does sales promotion suit me1.2 Definition of sales promotion 4 1.3 Development of sales promotion 5 1.4 Dynamic changes in sales management 7/kloc 1210.6 prerequisites for sales and sales management1510.7 regression of sales occupation1510.8 summary 16 chapter 2 sales staff work16. Sales in the information age 65438+ sales work summary 19 2.3 27 2.4 Ethical sales staff 35 3.3 Get an interview 39 3.4 Recruitment process 40 3.5 Final problems faced by applicants 47 3.6 Summary 48 Chapter 4 Management beyond sales process and process 49 4. 1 Sales process 49 4.2 Behavior pattern in sales process 49 4.3 Conceptual application 52 4.4 Basic sales process 53 4.5 Selling to organizations 66 4.6 Some examples of benefiting from sales steps 67 4.7 Things beyond basic sales skills: management and job description 69 4.8 Summary 77 Chapter 5 Salespeople as business managers 78 5. 1 Sales promotion needs new skills 78 5.2 regional goals 79 5.3 sales interview strategy 82 5.4 target decision ranking 85 5.5 high-tech management 90 5.6 future high-tech management 93. 5.7 Summary 94 Chapter VI Ethical and Legal Issues in Personnel Promotion and Sales Management 96 6. 1 Legal Continuity-Ethics 96 6.2 Sales Based on Ethics, Law and Relationship 98 6.3 Rules of Marketing Activities 10 1 6.4 The New Dilemma of Salespeople: Whether to Accept the Sale 102 6.5 Kloc-0/03 6.6 Price Discrimination 104 606 6.9 Buyer's Obligations 107 6. 10 Controlled Distribution1Unfair Behavior109 6.1 06.65438 5438. 4 Management process/KOOC-0/2/KOOC-0/7.5 Comparison of management functions/KOOC-0/24 7.6 Several levels of sales management/KOOC-0/3/KOOC-0/7.7 Comparison of front-line functions and activities in different industries/KOOC-0/35 7 36 7.9 Transformation to a new organization 6536. 46565436 Setting and forecasting/KOOC-0/47 8.4 Setting goals/KOOC-0/52 8.5 Strategic development/KOOC-0/56 8.6 Implementing policies/KOOC-0/57 8.7 Making plans/KOOC-0/58 8.8 Establishing procedures. 1 618.11target market analysis 1 8. 12 summary 162 chapter 9 staffing of front-line sales managers1 64 9.6545438+0 A typical problem of a new young manager-the key of the manager 5667.666666666679.9 Employment of overseas salesmen of the company 187 9. 10 dismissal of salesmen 1 88 9.1/KLOC-0 Chapter 65438 Training, Counseling and Development of Salesmen/KOOC-0/90/KOOC-0/0.65438+5438+00.2 Training Tasks of Sales Managers 654388+00.7 Training Opportunities 200/KOOC-0/0.8 Training Methods 202/KOOC-0/0.9 Sales Trainers 2 . 12 training plan evaluation 2 1 313 sales staff development 2 15 14 summary 2 17 Chapter 65438+0/kloc-0. 9 69 Measurement, Investigation and Analysis 257/KOOC-0/2.4 Process Improvement Tool 267/KOOC-0/2.5 Sales Quality Training 276/KOOC-0/2.6 Redesign of Sales Process 277/KOOC-0/2.7 Summary 279 Chapter/KOOC-0/3 Evaluating Sales Performance 280/KOOC-0/ 3.565438 Sales Performance Control 280/KOOC-0/2.6/KOOC-0/4.5 Development Trend of Salary Plan 328/KOOC-0/4.6 Implementation of Salary Plan 336/KOOC-0/4.7 Other Awards 338/KOOC-0/4.8 Example of Incentive Mechanism 339/KOOC-0/ 4.9 The incentive mechanism may have a negative impact 339 14. 10 Summary 340 No.65438 Chapter 05 General Sales Management-From 342 15. 1 another way of thinking 342 15.2 Countermeasures for change and sales management.30000.0000000000001 5.3 Ways for Sales Managers to Solve Problems 347 15.4 Evaluation of Human Resource Strategy 35215.5.353535336 5438+05.6 Introduction of Sales Planning Tools for Senior Managers 355 65438 4017.2 Organizational Design of Traditional Sales Teams 402/7.2 07.4 sales process innovation 409 17.5 emerging organization design 4 15 17.6 reproduction of sales structure to reduce costs 422 17.7 summary 425 chapter 65438 +08 sales force automation 426 18 import 426/kloc. Cultural sales environment 427 18.3 sales team automation level 431kloc-0/8.4 automation of individual sales 432 18.5 automation of sales processes within and between groups 441kloc-0/8.6 planning and implementation of sales team automation 48/kloc
Edit the preface of this paragraph.
Bar code, supplier automatic replenishment system, World Wide Web, relationship marketing, online product customization, e-mail, fax and other new technologies and new marketing have brought earth-shaking changes to the activities of sales staff and sales managers. The traditional salespeople who walk to sell, negotiate and get orders are being replaced by account managers. The new sales manager leads a large number of experts who work closely with customers and create win-win relationships. Those salespeople who still maintain the image of Willie Loman in sales work will definitely lose many exciting career development opportunities. The purpose of this book is to show the career promotion opportunities for those who are struggling in the field of sales, and to show readers the opportunities in sales management and their various career ladders, including how to accumulate experience from the first meeting with customers until how to achieve further career development in the highest position of sales management. The other features of this book to be discussed here will further reflect the characteristics of this book. This book adheres to the pragmatic orientation and is practical. The introduction of the theory is to provide a judging perspective or scale, but this book has many examples of establishing management theory and practical application. This book has always insisted on this point. Therefore, it actually shows a very rich real world of sales. For example, many charts are actually modified from the operation manuals of the sales organizations of heavyweight companies. The practical orientation of this book also benefits readers. The recruitment process of sales team (Chapter 3) takes the lead in analyzing this problem from the perspective of applicants. This can not only help readers plan their own sales career, but also make readers realize that applying for a position is a self-promotion process. Similarly, sales area management also helps readers realize that self-management is the key for salespeople to succeed in many career development paths. The world, which embody that main theme of information technology, is changing all the time. Marketing in the agricultural era focuses on product distribution; The marketing eye of the machine age focuses on popular communication and image; Marketing in the information age emphasizes the combination of customers and salespeople based on individuals and using computers as media. This change includes some concepts such as cyberspace and scale customization, which has a wider and deeper influence. This book reflects the main idea of information technology from beginning to end, and many chapters are accompanied by World Wide Web references. In the chapter of sales force management automation (chapter 18), we provide readers with a framework to understand the various stages of sales force management automation. In addition, it also provides readers with specific suggestions on the implementation of sales force management automation, the right and wrong of e-mail, and other practical problems that sales managers will encounter in the information age. Another important change in the way of doing business that pays attention to sales quality and process is that people's focus shifts from point to surface, from a specific thing to a process. Successful enterprises should not only pay attention to the immediate problems, but also pay attention to the strategic objectives and the procedures to achieve them. In the field of sales, this change is interpreted as a change from focusing on "big sales" to developing a predictable and successful sales process. This book embodies the process orientation and shows how to apply this process to the sales environment. Stable sales quality comes from carefully managed sales process. This book only introduces the tools for developing and managing sales process, including flow chart, list, quality function display and so on. Readers can use these tools to learn how to treat sales as a first-class quality-driven management process. Respect for sales ethics, diversity of sales culture, and increasing diversity of population and labor force require tomorrow's managers to know how to effectively handle relations with other races, nationalities and the opposite sex. This is particularly prominent in the field of sales. Salespeople should make the company understand that this is an increasingly diverse world. Sales teams often reflect the diversity of the world, requiring sales managers to deal with and cope with the social complexity and diversity inside and outside the company. This book examines this diversity from the perspective of sales and provides corresponding management guidelines. By showing the company to the outside world, salespeople reflect their values and principles. When the top management "shouts slogans" about the ethical value of the company, at the same time, there is no ethical requirement for the sales work, as long as the sales staff can make the sales "no matter what". This kind of contradictory and conflicting pressure means that salespeople often fall into a difficult moral situation than any other department in the company. This book helps readers understand these pressures and provides professional tools on how to deal with them. David Hughes (University of North Carolina) Darryl McKee (Louisiana State University).
Edit the translator's preface of this paragraph.
Sales is an attractive and challenging occupation, which is both ancient and fashionable, artistic and professional. There is no company that doesn't need salespeople, and salespeople get relatively rich returns from their careers. According to the annual survey released by the National Association of Colleges and Employers 1997, the annual salary of new graduates is $23,374, brand director $27,255, salesperson $30 140 and market researcher $2,9381US. In the first half of 2000, according to the annual salary survey of IT, medicine and consumer goods in South China, the annual salary of department managers was 665,438+0,000 yuan, the annual salary of financial managers was 59,000 yuan, the annual salary of marketing managers was 65,000 yuan, and the annual salary of sales managers was 70,000 yuan. More career opportunities include cross-regional exchange of jobs or positions, overseas training and promotion to the top management of the company. Behind the generous return is the pressure and challenge of sales work. Under the impact of new marketing, such as bar code technology, product customization, timely transportation, customer relationship (CRM) and integrated communication (IMC), the traditional marketing mode of wading through mountains and rivers, knocking on the door and winning orders is far from enough. Therefore, the company needs to look at the sales function from a new angle, invest in developing and enhancing the potential of the sales team. Salespeople should plan their own careers, incorporate more professional management elements into their sales work, and increase their chips for the competition in the sales workplace. This book is a book to guide the career planning and growth of salespeople, that is, how to grow from front-line personnel to top managers and even CEO of the company. From the translator's professional perspective, this is a professional reading which is oriented to sales management, but organically integrates "sales management" and "human resource management". Sales is like a pyramid, only fewer and fewer people can rise to the highest position. Every promotion, the quality of sales staff needs to grow geometrically. This book holds a pragmatic orientation and looks at the sales function from the perspective of the company's top managers. It involves the whole process of sales department or post management. Including: recruiting qualified sales staff, sales process and flexibility, sales management process and flexibility, making sales strategy, setting up on-site sales team, training and coaching subordinates, sales performance evaluation, self-motivation of sales staff, salary and benefits of sales team, sales information system, ethics and legal norms of sales work, and total sales quality management. The author of this book understands and sympathizes with the thoughts of business executives, and gives all-round solutions to the problems of sales team construction, development and management. It can be used as a reference manual for the construction of sales management system. This book can be described as a mentor for professionals working hard in the field of sales. The key points are: how to apply for sales positions, master standardized sales processes, promote sales management positions, form and restrain subordinates, use an effective incentive system at work, and keep in mind sales ethics. These contents are the professional standards and behaviors that salespeople related to the top management strive to pursue. The author's life experience determines the pragmatic orientation of this book. The author G David Hughes is a professor at the University of North Carolina who specializes in sales management and human resource management, and is good at applying the theory of human resource management to specific functions or occupations. He has served as a consultant for famous American manufacturing companies and consulting service companies. Derek Derek McKee is an effective professor in the field of sales management at Louisiana State University, and has served as a consultant and training consultant for major companies in the world for a long time. Charles H. Singer (deceased) had 40 years of sales and management experience in the company, and he had a special liking for teaching and training. After accumulating rich company experience, he entered the university to teach in the field of sales and marketing management in the year of no doubt. As a textbook of sales career planning and sales management, its three authors are really a fantastic combination, which complement each other. I believe that the publication of this book has important guiding significance for the standardized management of enterprise sales management. Enterprises that compete in the all-round open market are moving from "grassroots" to "specialty", and the specialization process of sales is an important symbol to determine the maturity of enterprises. Naturally, for sales professionals who are struggling and enterprising in the field of sales, what they have to think about is how to improve their technical and management capabilities through professional learning on the basis of the traditional sales promotion model. Salespeople are also operating "professional brands". I believe that the publication of this book will help thousands of salespeople to enhance their "brand value". The publication of this book benefited from the efficient cooperation of our translation team. First, the team members have a solid theoretical foundation and English ability, and they are all marketing professionals in academic and consulting circles. Second, team members have a sense of responsibility to complete the project objectives. Although they all have their own busy jobs, they will hold regular meetings to communicate and solve problems during the project. Third, there is cooperation, recognition and sincerity between the translation team and the publishing house. Liu, deputy editor-in-chief of Electronic Industry Press, is strict with the translation progress and reminds him at any time; Zhao Jianhong's carefulness and professionalism contribute to the quality of translation. In this era, cooperation is crucial. During the translation of this book, Wang Haizhong (doctor of marketing) was responsible for the translation planning and overall planning of the whole book; Wang Haizhong, Chen Jianbin, Guo, Yan, Xu Hailang and Li Zhandou participated in the translation of the main content; Wang Haizhong also translated the preface and thanks, undertook proofreading and editing work, and wrote the translator's preface; The book was finally finalized by Wang Haizhong. During this process, Zhao Jianhong, editor of Electronic Industry Press, made professional and appropriate suggestions on some translated contents. Thank you! As a marketing professional, I appreciate the choice of this book by Electronic Industry Press. There are many books on sales management, but this book focuses on sales career planning (human resources in sales) in addition to sales management, which is rare in similar books. People are the most active factor in enterprise activities. Here, the translator will not hesitate to remind us of this feature of this book. Due to the shortage of time and the limited level of translators, it is difficult to have a unified Chinese translation of many professional terms, names of people, places and companies. Although the members of the translation team have discussed it many times, inaccuracies still exist. We welcome criticisms and suggestions from colleagues and readers. Wang Haizhong was born in Pazhou Litchi Garden in the southeast of Guangzhou in August 2002.
Edit the translator's personal data in this paragraph.
Dr. Wang Haizhong, Marketing Management, Sun Yat-sen University. Before 1996, he taught in School of Economics and Management, Sichuan University. Currently, he is the vice president of the School of Business Administration of Guangdong University of Commerce, the associate professor of marketing management and the director of China Marketing Society. Wang Haizhong is a youth marketing expert in China. Since 1995, he has published dozens of academic papers on enterprise management and marketing management in domestic authoritative journals such as Economic Research, China Industrial Economy, Economist, Economic Management, and International Trade Issues, made academic visits to overseas business schools such as Lingnan University, and participated in many international conferences on marketing science. Published the monograph "Global Marketing: Rules, Guidelines and Cases" and participated in the writing of many books. He has successively completed academic topics such as "Construction and Dynamic Management of Enterprise Marketing Information System" and "Phased Implementation Strategy and Mode of Global Marketing of Guangdong Enterprises". From February to July, 2002, he conducted a survey on "China consumers' purchasing tendency of foreign brands and domestic brands" with more than 1000 consumption samples in Beijing, Shanghai, Guangzhou and Chongqing, and developed and built a database on "purchasing tendency of foreign brands and domestic brands". The main academic fields are: marketing management, global marketing, service marketing, etc. Recent academic hotspots are: international image strategy research of China products, cross-cultural marketing of global brands, and domestic marketing strategy of national enterprises. Provide management and marketing consulting and training for dozens of enterprises at home and abroad. Training courses include: marketing strategy planning and implementation, brand value and brand management, overseas marketing strategy and management, sales team formation and management, marketing channel construction and dealer management, customer relationship management, integrated marketing technology, etc.