A unique team-written discussion-by practitioners and academics-of what is new now, and what may be new tomorrow, in the theory and practice of selling.
Preface
Sales Organization Challenges and Trends by Gerald J. Bauer, Mark
S. Baunchalk, Thomas N. Ingram and Raymond W. LaForge
From Transactions to Relationships
Relationship Selling: New Challenges for Today's Salesperson by
Michael J. Swenson and Greg D. Link
Relationship Selling: New Challenges for Today's Salesperson by
Kenneth R. Evans, David J. Good, and Theodore W. Hellman
From Individualism to Teamwork
Customer Relationship Strategy and Customer-Focused Teams by Keith
A. Chrzanowski and Thomas W. Leigh
Strategic Account Strategies by Lawrence B. Chonko and Herbert F.
Burnap
Horizontal Selling Alliances by Donald W. Barclay, Judith M.S.
Hatley, and J. Brock Smith
From Old to New
CyberSales Mangement and Direct Selling by Richard C. Bartlett,
Sharon Morgan Tahaney, and Thomas R. Wotruba
Sales Force Performance Management in a Changing Selling
Environment by Greg W. Marshall and Esther J. Ferre
Global Sales Force Management: Comparing German and U.S. Practices
by S:onke Albers, Manfred Krafft, and Wilhelm Bielert
The Future
Selling in the Future: Synthesis and Suggestions by Robert C. Conti
and William L. Cron
Suggested Readings
Index
GERALD J. BAUER is a Sales Competency Leader and Field Marketing
Manager for DuPont./e He also leads the DuPont Sales Network and
the Channel Partner Network, two intracompany networks. In his 30
years with the company he has held a variety of positions,
including sales, sales management, product management, industry
management and others. A conference and seminar speaker in
countries throughout North, South, and Central America as well as
Europe and Asia, Bauer is a member of the Management Education
Alliance, a collaborative effort between industry and the academic
community.
MARK S. BAUNCHALK is a national sales and marketing manager for
DuPont Refrigerant. He earned his M.B.A. from the University of
Delaware and has held a broad range of positions with DuPont, most
recently as U.S. Marketing Manager, Teflon Flouropolymers
tional Sales and Marketing Manager, Viton Floroelastmers, and North
American Sales and Marketing Manger, Tedlar PVF Films. He also
worked on DuPont's development of a corporate Sales Enhancement
Process, used to design important customer interface
capabilities.
THOMAS N. INGRAM is a Department Chair and Professor of Marketing
at Colorado State University and has worked in sales, product
management, and sales management for Exxon and Mobil. He has
received numerous teaching and research awards, served as editor of
a major journal in his field, and publishes extensively in those
journals. He is coauthor of two books, one on sales management and
another on selling skills.
RAYMOND W. LAFORGE is the Brown-Foreman Professor of Marketing at
the University of Louisville. A founding editor of Marketing
Education Review and coauthor of two previous books, he serves on
the Direct Selling Association Education Foundation Board of
Directors, and in other highly visible positions, including the
American Marketing Association Academic Council, of which he is
Vice President of Marketing.
?The book is based on a novel concept. An author team that consists
of at least one academic author and one practitioner has written
each chapter in the book. While the academic thinking focuses on
the latest research thinking and empirical results, the executive
perspective focuses on the practices of sales organization. The end
result is a set of chapters that incorporates the best of both
worlds and should benefit both sales executives and academics
alike. Also, the editors have done a great job in providing an
overall structure to the topic area, presenting five major sales
organization trends, as well as organizing chapters according to
each of these trends, and explaining how each chapter examines a
particular trend.?- Journal of Business-To-Business Marketing
"The book is based on a novel concept. An author team that consists
of at least one academic author and one practitioner has written
each chapter in the book. While the academic thinking focuses on
the latest research thinking and empirical results, the executive
perspective focuses on the practices of sales organization. The end
result is a set of chapters that incorporates the best of both
worlds and should benefit both sales executives and academics
alike. Also, the editors have done a great job in providing an
overall structure to the topic area, presenting five major sales
organization trends, as well as organizing chapters according to
each of these trends, and explaining how each chapter examines a
particular trend."-Journal of Business-To-Business Marketing
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