Your course requires a textbook that must be purchased from the NU Bookstore or any other resource of your choosing (for example, on Amazon).
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 10: Management Sales Technology and Sales Enablement Successfully
Chapter 11: Turning Customer Information into a Winning Strategy
Chapter 12: Designing and Organizing the Salesforce
Chapter 13: Assessing the Salesforce’s Performance and Coaching for Improvement
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 5. Constructing and Clarifying Sales Models
This chapter aligns with our course objectives, emphasizing practical applications and strategic sales management. It equips students with the knowledge to improve sales team performance, promotes data-driven decision-making, offers valuable case studies, and complements prior modules. Furthermore, it is grounded in industry relevance from a reputable source, making it a strategic addition to our curriculum.
Chapter 6. Managing, Maintaining, and Restructuring Sales Models
This chapter directly aligns with our course objectives by focusing on managing and optimizing sales models for improved sales execution and performance. For instance, it explores strategies for adapting sales models to changing market dynamics, such as pivoting from in-person to online sales channels, and provides tools to evaluate sales team performance and identify areas for improvement, like using key performance indicators (KPIs) to track conversion rates. Additionally, it underscores the significance of data-driven decision-making in sales management, demonstrating how analyzing customer data can inform necessary adjustments to sales models. By leveraging the practical insights and case studies from this chapter, our students will be better equipped to navigate the complexities of today's sales environment and continually enhance their team's performance.
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.
Sales Management - 3ed by