The Oxford handbook of strategic sales and sales management : David W. Cravens, Kenneth Le Meunier-Fitzhugh and Nigel F. Piercy

'The Oxford Handbook of Strategic Sales and Sales Management' is a comprehensive overview of the latest research in the area by leading international academics. The handbook is suitable for academics, professionals, and those taking professional qualifications in sales and marketing The Oxford Handbook of Strategic Sales and Sales Management is an unrivalled overview by leading academics in the field of sales and marketing management. Sales theory is experiencing a renaissance driven by a number of factors, including building profitable relationships, creating/delivering brand value, strategic customer management, sales and marketing relationships, global selling, and the change from transactional to customer relationship marketing. Escalating sales and selling costs require organisations to be more focused on results and highlight the shifting of resources from marketing to sales. Further the growth in customer power now requires a strategic sales response, and not just a tactical one. The positioning of sales within the organisation, the sales function and sales management are all discussed. The Handbook is not a general sales management text about managing a sales force, but will fill a gap in the existing literature through consolidating the current academic research in the sales area. The Handbook is structured around four key topics. The first section explores the strategic positioning of the sales function within the modern organisation. The second considers sales management and recent developments. The third section examines the sales relationship with the customer and highlights how sales is responding to the modern environment. Finally, the fourth section reviews the internal composition of sales within the organisation. The Handbook will provide a comprehensive introduction to the latest research in sales management, and is suitable for academics, professionals, and those taking professional qualifications in sales and marketing. Contents List of Figures List of Tables List of Contributors 1 Overview of Strategic Sales and Sales Management PART I: SALES STRATEGY AND ENVIRONMENT 2 The Evolution of the Strategic Sales Organization 3 Strategic Leadership in Sales: Understanding the Relationship between the Role of the Salesperson and the Role of the Sales Manager 4 Achieving Sales Organization Effectiveness 5 The Changing Sales Environment: Implications for Sales and Sales Management Research and Practice PART II: SALES MANAGEMENT 6 Structuring the Sales Force for Customer and Company Success 7 Sales Force-Generated Marketing Intelligence 8 Management of a Contracted Sales Force (Manufacturer Representatives) 9 Training and Rewards 10 Addressing Job Stress in the Sales Force 11 Sizing the Sales Force and Designing Sales Territories for Results PART III: THE SALES FORCE AND THE CUSTOMER 12 Customer Selection to Acquire, Retain, and Grow 13 Customer Relationship Management and the Sales Force 14 The Use of Organizational Climate in Sales Force Research 15 Salespeople’s Influence on Consumers’ and Business Buyers’ Goals and Wellbeing 16 Sales Technology PART IV: THE ORGANIZATION AND SALES RELATIONSHIPS 17 Organizational Commitment to Sales 18 The Strategic Role of the Selling Function: A Resource-Based Framework 19 Sales Force Agility, Strategic Thinking, and Value Propositions 20 The Importance of Effective Working Relationships between Sales And Marketing 21 Marketing: The Anchor for Sales Index A B C D E F G H I J K L M N O P Q R S T U V W X Y Z