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SALES MANAGEMENT STRATEGIC
BUILDING THE SALES TEAM
17 other sections not shown
ability accounts activities allocation American Marketing Association analysis application approach basic behavior centrist changes company's compensation plan corporate cost criteria customers decisions DePaul University determine effective effort evaluation example factors field sales manager firm forecast goals gross margin Harvard Business Review hiring home office important improve increased individual industrial interview job enrichment job satisfaction management by objectives measure ment motivation needs noncentrist nonfinancial incentives number of calls objectives operating percent personal selling personnel Pillsbury Company policies potential problems procedure profit psychological Pygmalion effect questions quota estimates quota-setting recruiting relationship reports responsibility retail role salary sales executives sales force sales force management sales manager's sales organization sales representatives sales territory sales training sales volume salesman salespeople segmentation selection situation specific strategy success supervisor techniques territory performance tion training program variables