04228nam 2200805 450 991046137400332120200520144314.01-63157-259-8(CKB)3710000000465131(EBL)2166935(SSID)ssj0001562337(PQKBManifestationID)16206050(PQKBTitleCode)TC0001562337(PQKBWorkID)14833767(PQKB)10625956(OCoLC)919049209(CaBNVSL)swl00405400(MiAaPQ)EBC2166935(Au-PeEL)EBL2166935(CaPaEBR)ebr11090884(OCoLC)919508985(EXLCZ)99371000000046513120150821d2015 fy 0engur|n|---|||||txtccrA guide to sales management a practitioner's view of trade sales organizations /Massimo ParraviciniFirst edition.New York, New York (222 East 46th Street, New York, NY 10017) :Business Expert Press,2015.1 online resource (254 p.)Selling and sales force management collection,2161-8917Description based upon print version of record.1-63157-258-X Includes bibliographical references (pages 215-220) and index.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.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.Selling and sales force management collection.2161-8917Sales managementElectronic books.Sales managementroute to marketsales strategykey performance indicatorssales organizationsales processescustomer business planningsales and operations planningorder to cashdistributive strategysales channelsaccount managementtrade termstrade marketingcategory managementshopper marketingfield marketingsales operationscustomer serviceSales management.658.81Parravicini Massimo.905940MiAaPQMiAaPQMiAaPQBOOK9910461374003321A guide to sales management2026267UNINA