LEADER 04235nam 2200805 450 001 9910797588803321 005 20230125185346.0 010 $a1-63157-259-8 035 $a(CKB)3710000000465131 035 $a(EBL)2166935 035 $a(SSID)ssj0001562337 035 $a(PQKBManifestationID)16206050 035 $a(PQKBTitleCode)TC0001562337 035 $a(PQKBWorkID)14833767 035 $a(PQKB)10625956 035 $a(OCoLC)919049209 035 $a(CaBNVSL)swl00405400 035 $a(Au-PeEL)EBL2166935 035 $a(CaPaEBR)ebr11090884 035 $a(OCoLC)919508985 035 $a(CaSebORM)9781631572593 035 $a(MiAaPQ)EBC2166935 035 $a(EXLCZ)993710000000465131 100 $a20150821d2015 fy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 12$aA guide to sales management $ea practitioner's view of trade sales organizations /$fMassimo Parravicini 205 $aFirst edition. 210 1$aNew York, New York (222 East 46th Street, New York, NY 10017) :$cBusiness Expert Press,$d2015. 215 $a1 online resource (254 p.) 225 1 $aSelling and sales force management collection,$x2161-8917 300 $aDescription based upon print version of record. 311 $a1-63157-258-X 320 $aIncludes bibliographical references (pages 215-220) and index. 327 $a1. 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. 330 3 $aThe sales function is becoming more and more strategic because (a) the customer base is rapidly evolving through internationalization, mergers, and acquisitions, and (b) the manufacturers' marketing and supply chain functions are being progressively centralized, regionalized, and globalized. Multinational companies develop most of their brands and activation programs with a global scope and feed their markets through international supply networks. As a result, their operating units--national or transnational--are asked to act as "selling machines," which must be capable of both implementing global corporate strategies locally and providing structured feedback to improve the efficacy of the international brand portfolio. In this context, the challenge for the sales function is to develop effective sales strategies and to deliver excellent sales operations. The purpose of the book is to provide a practical guide to sales management through the analysis of its key components: route to market, sales strategy, key performance indicators, organizational models, sales force management, customer business planning, sales and operations planning, and order to cash. For each of these topics, the content of the book is a balance of theory, practical tips, and tools, keeping in mind not only the "what," but also the "how" of the implementation. 410 0$aSelling and sales force management collection.$x2161-8917 606 $aSales management 610 $aSales management 610 $aroute to market 610 $asales strategy 610 $akey performance indicators 610 $asales organization 610 $asales processes 610 $acustomer business planning 610 $asales and operations planning 610 $aorder to cash 610 $adistributive strategy 610 $asales channels 610 $aaccount management 610 $atrade terms 610 $atrade marketing 610 $acategory management 610 $ashopper marketing 610 $afield marketing 610 $asales operations 610 $acustomer service 615 0$aSales management. 676 $a658.81 700 $aParravicini$b Massimo.$01510290 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910797588803321 996 $aA guide to sales management$93742828 997 $aUNINA