Description
This book is aimed toward accomplishing three objectives: (1) to delineate the areas in which sales executives make decisions; (2) to analyze decision alter- natives and criteria in these areas; and (3) to provide cases as real-world illustrations of decision situations.
These objectives will have been accomplished if readers gain an understanding of the sales executive's functions in diverse circumstances.
The emphasis, as in previous editions, is on sales management, not on marketing. T
he main perspective is that of the sales executive as a participant in the marketing management team. Sales executives participate in, and sometimes are primarily or jointly responsible for, formulating strategies on the product line, on pricing, on physical distribution, on marketing channels, and on promotion.
But their focus and primary responsibility consists of either the management of sales personnel or the maintenance of relationships with distributive organiza- tions or both. Thus sales executives play roles both as planners of sales operations and as key figures in implementing not only sales programs but also impor- tant aspects of marketing strategies.
In marked contrast to other marketing executives, the time orientation of the sales executive stresses the present-in getting things done, in making plans come true, in turning dreams into reality.
The management approach is applied to an analysis of the sales executive's job, the duties and responsibilities involved, and the planning and implementation of sales and marketing programs.
