Second edition
JOHN STRAFFORD
and COLIN GRANT
Bibliographic record and links to related information available from the Library of Congress catalog
preface to the second edition
Introduction: The Changing Nature of Organisations
PART 1: THE TRANSITION FROM SELLING TO MANAGING
I Criteria for Promotion
Qualities essential for success as a manager
Making the decision - commitment
The super manager
2 Maximising the Selector's Chances of Success
Will they make it?
What can they do apart from sell?
The filter factor
Why all this trouble?
Summary
3 The Sales Manager's Job
The sales manager's checklist
Basic role of the sales manager
Summary
4 Seven Key Functions of Sales Management
Planning
Organising the sales force
Recruitment of sales people
Staffing the sales Organisation
Training and developing job skills
Motivating the sales force
Controlling the sales operation
Monitoring for success
Summary
5 Leadership
What is a leader?
No one is perfect!
Qualities of leadership
Leadership skills
The boss and the leader
Self-programming for leadership
Summary
6 Motivating and Developing the Team
People developers
Summary
7 How to Obtain Maximum Job Satisfaction
Summary
8 Managing and Working Relations
Relations with superiors
Relations with equals
Relations with subordinates
Managing upwards
Managing the junior management team
Working with women
Summary
9 Managing Time
The time trap
Delegation
The Strafford/Grant approach to delegation
Twelve steps in successful time management
The value of a good secretary
PART 2: CREATING AND BUILDING AN EFFECTIVE SALES
ORGANISATION
10 Sales Organisation, Audit and Evaluation
Principles of Organisation
Need for stability with flexibility
Evaluation of needs
Writing the plan
Conclusion
11 Marketing and the Role of the Field Sales Force
What is marketing?
The marketing system
Role of the sales force
Conclusion
12 Organising the Sales Force
Defining the market
What type of sales force do you need?
Segmentation
Plan of action
Conclusion
13 More Concerning Structure
'By territory' organisation
'By product' Organisation
'By market' Organisation
'By customer' Organisation
Multiple activity sales force
Designing the individual territories
Stable but flexible
Conclusion
14 importance of the Field Sales Manager
Stages of growth and the field sales manager
Defining the FSM
Field sales management and supervision
Supervisor training
Supervisor's remuneration
An eight-point plan for the sales manager
Importance of the supervisor as a field executive
Summary
15 The Role of the Sales Office
Functions of a sales office
16 Sales Office Procedures and Methods
17 Designing Forms
General considerations
The mechanics
The printer
Final hints
PART 3: MANNING AND STAFFING YOUR ORGANISATION
18 Job Analysis and Description
Specimen job description
19 The Person Profile
Physical make-up
Attainments
General intelligence
Special aptitudes
Interests
Disposition
Circumstances
20 Sources for Staff
The intensive search programme
Internal applicants
Advertising
Selection consultants
Headhunters
Employment agencies
Educational establishments
Armed forces
Professional bodies
Government job centres
21 Pre-Interview Activity
Application form
Dealing with 'phone ins'
Writing to candidates
Dealing with the paperwork
The vital five minutes before the interview
Psychometric testing
22 The Selection Interview
Aims
Structure
The seven deadly sins of interviewing
Testing and checking
Group selection techniques
23 The Final Decision and Action
Contract of employment
Conclusion
Action checklist
PART 4: TRAINING AND DEVELOPING THE SALES FORCE
24 The Need for Training
25 Formal Training
Defining programme objectives
The pupils
The syllabus
The teachers
The methods
Length of training
Locations
Motivation and measurement
Induction training
26 The Use and Selection of Training Consultants
Choosing the consultant
Conclusion
27 Field Training
Aims
Trainer's role
Content of field training day
Field training assessment forms
28 Training the Trainer/ Field Sales Manager
PART 5: CONTROLLING YOUR SALES OPERATION
29 Concept of Control
Nature of control
Standards
Collecting the information
Analysis of variances
Corrective action
Designing and implementing an effective reporting system
Relation between planning and control
30 Setting Goals
Step by step
Goals are a must
Sales activity equals sales results
Management by objectives
31 The Saks Process
Merchandising
Average values
Professional selling
Appendices 1-22
Summary
PART 6: MOTIVATING YOUR SALES ORGANISATION
32 Motivation
By definition and responsibility
In practice
33 Theories of Motivation
Maslow - the father of modem motivation
Herzberg - action caused by desire
McGregor - the theory of X and Y
34 The Hygiene Factors
Company policy and administration
Working conditions
Salary
Technical supervision and interpersonal relations
35 The Motivators
Achievement
Recognition for achievement
Meaningful and interesting work
Increased responsibility
Growth and advancement at work
Counselling
Summary
36 Coping with Troughs and Levels
Troughs
Levels
37 Who Motivates the Motivator?
Checklist for self-motivation
PART 7: COMMUNICATIONS
38 Communicating with Your Sales Force
Your sales forces is out on a limb
The plumber versus bureaucracy
39 The Nature of Communication
Rules of good communication
40 Sales Meetings
Objectives of meeting
The agenda
Checklist for a good meeting
Power and the glory
Suggested topics for presentations
Summary
41 The Printed or Written Word
Sales bulletins and newsletters
Correspondence
42 The Infernal Telephone and Other Machines
43 The Sales Conference
Specialist speakers
Working within a limited budget
44 Dealer Meetings
PART 8: WHAT OF THE FUTURE?
45 Your Personal Role in the Community
46 Staying Abreast of Change
Impact of the micro-chip
When to change?
47 Your Personal Development
The nature of management
Decision-making
Maintaining your own motivation
Further reading
Index