Sales Management

Sales Management Literature list Main text: Jobber, David & Lancaster, Geoff (2003). Selling and Sales Management, 6th Edition. London: Prentice Hall

12 September: Introduction, Sales Management in the Marketing Organisation • •

Jobber & Lancaster: Chapter 1: p. 3-33 Rackham, N. & DeVincentis, J.R. (1999). Rethinking the Sales Force: Redefining Selling to Create and Capture Customer Value. New York: McGraw-Hill, Chapter 1: p. 1-31.

19 September: Understanding buyer / seller relationships • •

Jobber & Lancaster: Chapter 3: p. 63-95 Hougaard, S. & Bjerre, M. (2002). Strategic Relationship Marketing, Frederiksberg: Samfundsliteratur; Chapters 1, 2: p. 27-84.

26 September: Understanding and structuring the sales force • • •

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Jobber & Lancaster: Chapters 4 & 15: p.99-116, 391-408.

Chapter 4 o Pure selling and sales negotiation o Preparation for sales negotiation Chapter 15 o Structuring the sales force  Geographic  Product  Customer o Determining the number of sales people o Compensation  Fixed salary  Commission only  Salary plus commission Zoltners, A.A., Sinha, P., Zoltners, G.A. (2002). The Compete Guide to Accelerating Sales Force Performance. New York: AMACOM. Chapter 3: p. 70-110.

Supplementary Reading:

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Zoltners, A.A., Sinha, P., Zoltners, G.A. (2002). The Compete Guide to Accelerating Sales Force Performance. New York: AMACOM. Chapter 4: p. 111-131. o Complementary on structuring the sales force  Heterogeneity vs. Complexity  Structuring the sales force • Generalist • Market-based • Product-based • Activity-based • Mixed structure o Development and efficient and effective sales force structure – a four step approach  Study the products, markets and activity  Develop a coverage matrix  Generate sales force structure alternatives  Evaluate the different sales force structures

3 October: Transaction Cost Analysis & Agency Theory Guest lecturer: Mickael Beck •

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Eisenhardt, K. M. (1988). “Agency and Institutional Theory Explanations: The case of retail sales compensation,“ Academy of Management Journal, 31(3), p. 488-511. o Salary compensation vs. commission o PA theory – determining the optimal contract between agent and principal o The choice between a contract based solely on behaviour and one partially based on outcomes depends on the trade-off between the cost of the measuring behaviour and the cost of transferring risk to the agent through a contract partially nased on outcomes. o The relationship between uncertainty and commission p. 495 o Agency- vs. institutional-theory p. 505 o Equifinality p. 505 o Ghosh, M. & John, G. (2000). “Experimental Evidence for Agency Models of Salesforce Compensation,” Marketing Science 19(4), p. 348-365. o Holmstrom, B. & Milgrom, P. (1991). “Multitask Principal-Agent Analyses: Incentive contracts, asset ownership and job design,” Journal of Law, Economics and Organisation 7, p. 24-52. o Levinthal, D. (1988). “A Survey of Agency Models of Organisations,” Journal of Economic Behaviour and Organisation, 9, p. 153-185. o Hardcore PA theory – not very useful…

10 October: Cases in applying theory Guest lecturer: Mickael Beck

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Anderson, E. (1985). “The Salesperson as Outside Agent or Employee: A transaction cost analysis,” Marketing Science 4(3), p. 234-254.

Masten, S. E., Meehan, J. W., Jr., & Snyder, E. A. (1989). ”Vertical Integration in the U.S. Auto Industry: A note on the influence of transaction specific assets,” Journal of Economic Behaviour and Organisation 12(2), p. 265-273.

Williamson, O. E. (1998). “Transaction Cost Economics: How it works; where it is headed,” The Economist, 146(1), p. 23-58.

24 October: Organisational Culture and Branding as a control mechanism • • •

Berg, P-O (1986). “Symbolic Management of Human Resources,” Human Resource Management Journal 25, p. 557-579.

Duimering, R. P. & Safayeni, F. (1998). ”The Role of Language and Formal Structure in the Construction and Maintenance of Organisational Images,” International Studies of Management and Organisation, 28(3), p. 57-85.

Stuart, H. (1999). “The Effect of Organisational and Corporate Communications: Creating a competitive advantage,” in J.M.T.Balmer & S.A.Greyser (eds.), Revealing the Corporation: Perspectives on identity, image, reputation, corporate branding and corporate-level marketing. London: Routledge: p. 106-123.

PART 2: IMPLEMENTATION 31 October: Key Account Management Guest lecturer: Mogens Bjerre •

Jobber & Lancaster: Chapter 6: p. 145-164. o KAM o GAM o Five ways of building strong customer relationships p. 155  Personal trust  Technical support  Resource support  Service levels  Risk reduction

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Bjerre, M (2000). “Different Forms of Key Account Management – in a Transaction Cost Perspective,” The Journal of Selling and Major Account Management. o Asset specificity  Location  Physical  Human  Dedicated assets  Brand  Temporal o Four types of KAM  Contact KAM  Passive KAM  Proactive KAM  Integrator KAM

7 November: Financial Control in Sales Management Guest lecturer: Nils Randrup •

Jobber & Lancaster: Chapters 16, 17: p. 411-460.

14 November: Field sales management and CRM systems Guest lecturer: Thomas Queck • Jobber & Lancaster: Chapters 7, 8, p. 165-204.

• Chapter 7 o From TQM to Customer care  The marketing mix (4 P’s) is supplier oriented as opposed to customer orinted.  Customer-focused quality is now essential because it involves a change from an operations-centred to a customer-targeted activity.  To protect added value, a company needs to create and enhance long-term customer relationship.  Customer care is a philosophy which ensures that products or services and the after-care associated with serving customer’s needs at least meets and in most cases exceeds expectations. o From JIT to Relationship marketing:  Bringing together quality, marketing and service. P. 170 o Reverse Marketing  Suppliers are becoming better and better at JIT, hence buyers tend to take the initiative and they source suppliers (sellers). Like StyleMaster  Supply chain integration – The supply chain between buyer and seller must fit together, and if we look isolated at SCM cost reduction is possible through SCI – but a level of realism is necessary to take account of the practical difficulties of integration.  Marketing is to establish, maintain, and enhance long-term customer relationship at a profit so that the objectives of the parties involved are met.

Gronroos. P. 173 o From Relationship Marketing to Relationship Selling  From the purchasing point of view this involves an integrated approach to value acquisition from suppliers, value addition from manufacturing and value delivery to customers.  Open accounting is possible when long-term relationships between buyers and sellers have been established in a typical JIT production situation. A mutual acceptable margin for profit will then be agreed between the buyer and supplier.  Customer retention constitutes a prime objective of relationship selling.  Trustworthy relationship  Sales person see p. 176  The personal relationship is the driving force behind selling or not selling.  Information gathering is becoming increasingly important in relationship selling.  Relationship selling comprises the raft of sales tactics that actually delivers relationship marketing strategy to the company and to customers.

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Chapter 8 o Direct marketing attempts to acquire and retain customers by contacting them directly without the use of on intermediary. o Dixon, A.L., Spiro, R.L. & Jamil, M. (2001). Successful and Unsuccessful Sales Calls: Measuring Salespersons Attributions and Behavioral Intentions. Journal of Marketing, 65(3), p. 64-78. o McKim, B. (2002). The Differences Between CRM and Database Marketing. Journal of Database Marketing, 9(4), p. 371-375. o Sales managers need to understand the type of attributions their salespeople are making and what behaviours are driven by these attributions. o Manager will benefit from understanding the attributional/behavioural patterns of their sales people as well as the forces driving such attributions.

19 November: Persuasive Selling Guest lecturer: Nils Randrup • •

Jobber & Lancaster: Chapter 5, p. 117-144 Rackman, N. (1995). “SPIN Selling,” Aldershot: Gower: Chapter 6 + Summary: p. 79-111, 209-216.