The Sales Force"Mr. Cohon makes an excellent case for widespread use of manufacturers' representatives. This should come as no surprise as he is a second-generation ""rep"" himself and, given his education and background, one would expect an eloquent testimonial to the benefits of outsourcing the sales force. Cohon's advanced education is demonstrated by his ability to weave fact with fiction, and by his extensive use of statistical analysis to make his points. The Sales Force shows that these under-publicized, small sales agencies are indeed cost-effective, and that their owners are truly business people in sales, not sales people in business." |
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Fantastic read. Mr. Cohon addresses the complexities of this industry and presents them as an engaging story. Complex relationships are easier to manage with a road map for success and that's exactly what "The Sales Force" delivers.
Contents
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Common terms and phrases
Acme asked Bigglie Bigglie’s Brocaw Buchanan can’t catalog commission company’s compensation cost David Buchanan Deming Deming’s desk didn’t discuss distributor council drill e-mail Edwards Deming employees Enrique example factory facturers feedback flange industry Fred give going Hamilton Harold he’d hire house accounts I’ve isn’t Jerry Maguire Jim Anderson Jim continued Jim nodded Jim’s Joe Miller Joe Troothe Joe’s look management’s manufacturer’s manufacturers Maria meeting ment minimum billing month numbers paddles pany Pete pick pretty problem red marbles rep company rep system rep’s replied rollouts Ruth salaried sales force sales calls sales manager sales manager’s salespeople salesperson sell started statistics sure surge capacity talk tell territory there’s things tomer trade show Troothe’s voice mail we’re week William William’s company won’t wouldn’t you’re
Popular passages
Page 27 - a. Eliminate work standards (quotas) on the factory floor. Substitute leadership. b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. 11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
Page 27 - 11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. 13. Institute a vigorous program of education and self-improvement. 14.
Page 27 - The responsibility of supervisors must be changed from sheer numbers to quality. 13. Institute a vigorous program of education and self-improvement. 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
Page 28 - program of education and self-improvement. 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
Page 116 - He who understands how to use both large and small forces will be victorious.'
Page 102 - on the first day of a month and end on the last day of the
Page 70 - What is likely to occur is simply this: When those with expertise are called on to explain their decision processes or to account for their decisions, they are likely to rely not on the tacit knowledge and judgment, which cannot be articulated, but rather on those factors and evidence available and accessible to all.
Page 70 - tacit knowledge, it will be impossible for those with the expertise to present the real basis of their judgments and decisions when called upon to do so. How can you describe to others insights and intuitions based on judgment and
Page 69 - One occasionally hears that incentives or surveillance and control (or some combination of the two) can substitute for trust by affecting the environment in such a way that people do the right thing. But this view is
Bibliographic information
| Title | The Sales Force |
| Author | Charles M. Cohon |
| Publisher | Prime Devices Corp., 2004 |
| ISBN | 0970269420, 9780970269423 |
| Length | 153 pages |
| Export Citation | BiBTeX EndNote RefMan |