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Chapter 11 – Sales management and sales 2.0

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Involves performance assessments of a salesperson from multiple sources having a relationship with the salesperson
Account targeting strategy
The classification of accounts within a target market into categories for the purpose of developing strategic approaches for selling to each account or account group
Assessment center
Systematic use of several assessment tools such as presentations, role playing exercises, group discussion, and business game simulations to identify candidate strengths and weaknesses relative to job qualifications or for employee development
Behaviorally anchored rating scale (BARS)
A performance evaluation method with the ability to link salesperson behaviors with specific outcomes and allow managers to indicate the level of behavior a specific salesperson has achieved
Behavior-based evaluations
Evaluation of the activities salespeople perform in the generation of sales and in completing non-selling responsibilities
Cloud computing
Combining applications, communications, and content into one digital “cloud” that can be easily accessed from many different devices
Sales managers focus on continual development of salespeople through provision of feedback and serving as a role model
Cost analysis
Assesses costs the sales organization incurs in the process of generating sales by comparing incurred costs with the planned costs in sales budgets
Field sales managers
Sales managers who have salespeople reporting directly to them and spend a considerable amount of time working with salespeople in their respective territories
Independent representatives or manufacturer representatives
Independent sales organizations that sell complementary, but noncompeting, products from different manufactures; also called manufacturer’s representatives or reps
Job analysis
An examination of the tasks, duties, and responsibilities of the sales job
Job description
A written summary of the job
Job qualifications
Indicate the aptitude skills, knowledge, personal traits, and willingness to accept occupational conditions to perform the job
Leadership style
A general orientation applied to leadership activities. Transactional and transformational leadership styles are two well-known leadership styles
Composed of three dimensions: intensity, persistence, and direction. Intensity is the amount of effort expended, persistence is the ongoing choice to expend effort, and direction refers to how salespeople spend their time on the job
Needs assessment
Activities undertaken to determine the extent to which the members of salesforce possess the skills, attitudes, perceptions, and behaviors required to be successful
Outcome-bases evaluations
Evaluation of the actual sales results salespeople achieve
Performance management
A performance evaluations approach that involves sales managers and individual salespeople working together on setting goals, giving feedback, reviewing, and rewarding
Profitability analysis
Evaluates the results from combining sales and cost data do identify and assess organization profitability
Relationship strategy
A determination of the type of relationship to be developed with different account groups
Reward system management
Selection and administration of organizational rewards to encourage salespeople to achieve organizational objectives
Sales 2.0
The use of customer-driven processes enabled by the latest Web technology to co-create value with customers
Sales analysis
Examines the sales organization’s past, current, and future sales performance in comparison to projections, competition, and industry sales
Sales leadership
Activities that influence others to achieve shared goals to advance the organiztion
Sales management
Managing an organization’s personal selling function to include planning, implementing, and controlling the sales management process
Sales organization audit
A comprehensive, systematic approach for evaluating sales organization effectiveness, which provides management with diagnostic as well as prescriptive information
Sales organization effectiveness
An overall assessment of how well the sales organization achieved its goals and objectives
Salesperson performance
How well salespeople perform the activities necessary to carry out their sales responsibilities as well as their results and contributions to organizational objectives
Sales supervision
Sales managers working with subordinates, including salespeople and sales staff, on an ongoing basis
Selling strategy
Involves the planning of sales messages and interactions with customers. Selling strategy can be defined at three levels: for a group of customers, such as sales territory; for individual customers; and for specific customer encounters, referred to as sales calls
Social networking
The ability to create access, and interact with networks of contacts electronically
Span of control
The number of individuals who report to each sales manager
Team selling
The use of multiple-person sales teams in dealing with multiple-person customer buying centers
Trade show
Generally industry-sponsored events in which companies use a booth to promote products and/or services to potential and existing customers

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