The Oxford Handbook of Strategic Sales and Sales Management

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 organizations 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 organization, the sales function, and sales management are all discussed. The Handbook fills 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 organization. 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 organization. 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.1. Introduction: Overview of Strategic Sales and Sales Management ; PART I: SALES STRATEGY AND ENVIRONMENT ; 2. Strategic Sales Organizations ; 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 Salesforce ; 11. Sizing the Sales Force and Designing Sales Territories for Results ; PART III: SALESFORCE AND THE CUSTOMER ; 12. Customer Selection to Acquire, Retain, and Grow ; 13. Customer Relationship Management and the Sales Force ; 14. On the Use of Organizational Climate in Sales Force Research ; 15. Salespeople's Influence On Consumers' and Business Buyers' Goals and Well-Being ; 16. Sales Technology ; PART IV: THE ORGANIZATION AND SALES ; 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