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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Common terms and phrases
able accept accounts added agents agreed already asked Bigglie Bigglie’s Buchanan capacity catalog CHAPTER close commission compensation continued cost customers direct discuss distributor don’t drill effort employees example existing expect Figure fixed flange Fred George getting give going Harold hire hoped idea industry it’s Jim’s keep kind knew look manufacturers marbles Maria means meeting month move numbers offer operations person pick plant position presentation pretty probably problem processes reason rep company replied reports represent responsibility Ruth salary sales force sales manager salespeople salesperson sell start started statistics sure talk tell territory things thought took trade Troothe Troothe’s turn understand week William
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