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Sales Management - 3ed by Jeff Tanner; Bob Erffmeyer; Early Honeycutt; Andrea Dixon; Emily Tanner; Lenita Davis
ISBN: 9781737766476
Publication Date: 2021-10-01
Davis, L. M., Dixon, A. L., Erffmeyer, R. C., Honeycutt, E., Tanner, E. C., & Tanner Jr., J. F. (2021). Sales management: Shaping future sales leaders (3rd ed.). Wessex.
Chapter 4: Recruiting and Selecting the Right Salespeople
Chapter 5: Training and Developing the Salesforce
Chapter 6: Supervising, Managing, and Leading Salespeople Individually and in Teams
Chapter 7: Setting Goals and Managing the Performance of the Salesforce
Cespedes, F. V. (2021). Sales management that works: How to sell in a world that never stops changing. Harvard Business Review Press. https://search.ebscohost.com/login.aspx?direct=true&AuthType=sso&db=nlebk&AN=2465203&site=ehost-live&scope=site&custid=natuniv
Chapter 2. Hiring
In business, everything starts with people. Hiring in sales has many unique challenges, including that hiring in sales is expensive and time-consuming.
Chapter 3. Training and Development
Due to changes in buying behavior and sales tasks, companies need to rethink the purpose and focus of training and development initiatives.
Chapter 4. Performance Management and Coaching
People’s level of motivation is largely a result of how they are managed.
Chapter 7. Compensation and Incentives
Compensation is the most expensive part of the selling process. Sales managers have a challenge to make sure that their sales teams sell efficiently within the firm’s overall strategy and sales model and identify and create customer value.
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