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04256nam a2200685 i 4500 |
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20200520144314.0 |
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150821s2015 nyu foab 001 0 eng d |
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|z 9781631572586
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|a 9781631572593
|q (electronic bk.)
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|a (MiAaPQ)EBC2166935
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|a (OCoLC)919508985
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|a MiAaPQ
|b eng
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|c MiAaPQ
|d MiAaPQ
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|a HF5438.4
|b .P274 2015
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|a 658.81
|2 23
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|a Parravicini, Massimo.,
|e author.
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|a A guide to sales management :
|b a practitioner's view of trade sales organizations /
|c Massimo Parravicini.
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|a First edition.
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|a New York, New York (222 East 46th Street, New York, NY 10017) :
|b Business Expert Press,
|c 2015.
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|a 1 online resource (xx, 227 pages)
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| 336 |
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|a text
|2 rdacontent
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|a computer
|2 rdamedia
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|a online resource
|2 rdacarrier
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|a Selling and sales force management collection,
|x 2161-8917
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|a Includes bibliographical references (pages 215-220) and index.
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|a 1. Trade structure and route to market -- 2. The sales strategy -- 3. The performance indicators for sales management -- 4. Organizational roles and responsibilities -- 5. Organization models, recruitment, and incentives -- 6. The business planning process -- 7. The order to cash process -- 8. The sales and operations planning process -- 9. The challenges of sales management -- References -- Index.
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|a Access restricted to authorized users and institutions.
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|a The sales function is becoming more and more strategic because (a) the customer base is rapidly evolving through internationalization, mergers, and acquisitions, and (b) the manufacturers' marketing and supply chain functions are being progressively centralized, regionalized, and globalized. Multinational companies develop most of their brands and activation programs with a global scope and feed their markets through international supply networks. As a result, their operating units--national or transnational--are asked to act as "selling machines," which must be capable of both implementing global corporate strategies locally and providing structured feedback to improve the efficacy of the international brand portfolio. In this context, the challenge for the sales function is to develop effective sales strategies and to deliver excellent sales operations. The purpose of the book is to provide a practical guide to sales management through the analysis of its key components: route to market, sales strategy, key performance indicators, organizational models, sales force management, customer business planning, sales and operations planning, and order to cash. For each of these topics, the content of the book is a balance of theory, practical tips, and tools, keeping in mind not only the "what," but also the "how" of the implementation.
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| 588 |
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|a Title from PDF title page (viewed on August 21, 2015).
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| 590 |
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|a Electronic reproduction. Ann Arbor, MI : ProQuest, 2016. Available via World Wide Web. Access may be limited to ProQuest affiliated libraries.
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| 650 |
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|a Sales management.
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|a Sales management
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|a route to market
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|a sales strategy
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|a key performance indicators
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| 653 |
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|a sales organization
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| 653 |
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|a sales processes
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| 653 |
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|a customer business planning
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| 653 |
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|a sales and operations planning
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|a order to cash
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|a distributive strategy
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|a sales channels
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|a account management
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| 653 |
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|a trade terms
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| 653 |
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|a trade marketing
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| 653 |
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|a category management
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| 653 |
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|a shopper marketing
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| 653 |
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|a field marketing
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| 653 |
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|a sales operations
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| 653 |
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|a customer service
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| 655 |
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|a Electronic books.
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| 776 |
0 |
8 |
|i Print version:
|z 9781631572586
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| 797 |
2 |
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|a ProQuest (Firm)
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| 830 |
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|a Selling and sales force management collection.
|x 2161-8917
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| 856 |
4 |
0 |
|u https://ebookcentral.proquest.com/lib/matrademy/detail.action?docID=2166935
|z Click to View
|
