The Role of Selling and Sales Management in Marketing
In an age when advancing technology has dramatically increased the speed at which goods and services can be produced and distributed and has facilitated the ease with which organisations can communicate, it is still the level of human performance that is the most variable factor in the efficient functioning of a firm with its customers. Sales operations represent this link, between a firm and its customers, at its most direct point of contact. Sales operations are where the action in business takes place and represent a vital revenue-generating function. Today, sales operations represent not only personal selling but also a range of customer contact positions including telephone sales, customer service or technical advisers as well as traditional salespeople. The Internet and other forms of electronic communication will have a significant effect on the way sales operations are managed and this will represent one of the great challenges for the sales manager of tomorrow. Despite the crucial importance of sales operations to the firm, courses in business management and in marketing seem at best to marginalise the subject of sales, and at worst to ignore it altogether. By contrast, in practice it is quite different, with leading companies being fully aware that sales operations, linking the firm with its customers, is an area that needs to be carefully monitored and exceptionally well managed if the enterprise is to succeed.
Unable to display preview. Download preview PDF.
- Bagozzi, R.P. (ed.) (1979) Sales Management: New Developments from Behavioural and Decision Model Research,. Chicago: American Marketing Association and MSI Proceedings.Google Scholar
- Evans, F.B. (1963) Selling as a dyadic relationship — a new approach, American Behavioural Scientist, 6,: 76–9.Google Scholar
- Hakansson, H. (ed.) (1982) International Marketing and Purchasing of Industrial Goods: an Interaction Approach,. New York: John Wiley & Sons.Google Scholar
- Kirkpatrick, C.A. and Russ, F.A. (1981) Effective Selling, 7th edn. Cincinnati: South Western.Google Scholar
- Kotler, P. (1997) Marketing Management: Analysis, Planning, Implementation and Control, 9th edn. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
- Levitt, T. (1960) Marketing myopia, Harvard Business Review, Jul-Aug: 45–56.Google Scholar
- Loen, R.O. (1964) Sales managers must manage, Harvard Business Review, May–Jun: 86–93.Google Scholar
- McMurry, R.N. (1961) The mystique of super-salesmanship, Harvard Business Review, Mar-Apr: 113–22.Google Scholar
- Reward Group, Sales and Marketing Rewards, 1997. Stone, Staffs: Reward Group/CIM.Google Scholar
- Sales and Marketing Management, (1993) Sales manager’s budget planner, 28 June: p. 65.Google Scholar
- Still, R.R., Cundiff, E.W. and Govoni, N.A.P. (1988) Sales Management: Decisions Strategies and Cases, 5th edn. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar