TY - BOOK AU - Hair, Joe F. AU - Anderson, Rolph. AU - Mehta, Rajiv. AU - Babin, Barry J. AU - Kaushik, Arun K. AU - Rahman, Zillur. TI - Sales and distribution management SN - 9789357469517 U1 - 658.81 2 PY - 2024/// CY - New Delhi PB - Wiley KW - Managing ethics in a sales environment KW - The selling process KW - Time and teerritory management KW - Sales force leadership N1 - It presents core concepts using a comprehensive pedagogical framework – featuring real-world case studies, illustrative examples, and innovative exercises – to facilitate a deeper understanding of sales management challenges and to develop stronger sales management skills. In addition to thoroughly revising all chapters, this Indian edition features a set of six new chapters, focusing on distribution channels, retailing, wholesaling, distribution channel systems, logistics and supply chain management, and international sales and distribution management. Each chapter also incorporates an updated set of real business examples and cases situated in the Indian context; 1. Introduction to Sales and Distribution Management and Its Evolving Roles What Is Sales Management? Types, Titles, and Hierarchical Levels of Sales Managers Responsibilities and Duties of Sales Managers Twenty-First-Century Sales Management Organizing and Developing the Sales Force Managing and Directing Sales Force Efforts Controlling and Evaluating Sales Force Performance Understanding and Managing Distribution Channels Strategic Global Distribution Management Sales Management Is Uniquely Challenging Serving as Customer Consultants Managing the Hybrid Sales Force BOX 1.1 ∣ Sales Management in Action 1.1 What Qualities Are Needed to Be a Sales Manager? Integrating Sales Management and Marketing Management The Field Sales Force and Headquarters Marketing Support Team Integrated Marketing Communication BOX 1.2 ∣ Sales Management in Action 1.2 Monitoring and Adapting to the Macroenvironment BOX 1.3 ∣ Sales Management in Action 1.3 Megatrends Affecting Sales Management How Well Are Sales Managers Performing? Illogical Selection of Sales Managers Inadequate Sales Management Training Lack of a Long-Run Customer Relationship Orientation Insufficient Blending of Sales, Marketing, and Financial Knowledge Developing Sales Managers for the Twenty-First-Century Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 1.1 Greystone Organics: Sales Force Management Seminar CASE 1.2 Centroid Computer Corporation: The New Sales Manager Notes 2. Managing Ethics in a Sales Environment What Is Business Ethics? Organizational Ethics, Sales, and Sales Force Management Salespeople Are Boundary Spanners Customer Vulnerability Applying Professional Sales Codes of Ethics Types of Codes of Ethics BOX 2.1 ∣ Sales Management in Action 2.1 Do Codes of Ethics Affect Behavior? Ethical Philosophies and Moral Judgments Idealism Relativism Teleology Moral Judgments Are Salespeople More Unethical Than Anyone Else? Potentially Unethical Behaviors Dealing with Unethical Behavior Creating an Ethical Work Climate Ethical Work Climate BOX 2.2 ∣ Sales Management in Action 2.2 Managing the Ethical Climate Legal Considerations in the Sales Environment Federal Regulation Price Discrimination International Regulation of Sales Personal Selling State and Local Regulation Model Good Ethical Behavior Among the Sales Force Understanding Ethics Measuring the Ethical Climate Leading by Example Sales Manager Ethics Checklist Future Developments Impacting Sales Ethics Chapter Summary Key Terms Chapter Review Questions Online Exercises Role-Play Exercises In-Basket Exercise Ethical Dilemma CASE 2.1 Johnson Industrial: Advancing Production in the Modern World CASE 2.2 J&R Company: Unethical Sales Practices Notes 3. Customer Relationship Management (CRM) and Building Partnerships What Is CRM? Relationship Orientation and CRM Mass Marketing Differentiated Marketing Niche Marketing One-to-One Marketing Using Information to Meet Customer Needs Production Versus Marketing Orientation CRM and Repeat Business Transactional View Relational Selling BOX 3.1 ∣ Sales Management in Action 3.1 Strategic Partnerships Mechanisms That Govern Exchanges CRM, Customer Loyalty, and Lifetime Value Customer Loyalty Computing the Value of a Customer Risks of Relational Selling CRM and the Selling Process CRM and Sales The Salesperson and Managing Customers Product Portfolios Customer Portfolios BOX 3.2 ∣ Sales Management in Action 3.2 CRM and Production Using Technology in CRM Web Technologies and CRM Integrated Web Solutions Marketing Automation and CRM Sales Force Automation BOX 3.3 ∣ Sales Management in Action 3.3 CRM Hardware CRM Software CRM Successes and Failures Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 3.1 Briley Transport: A CRM Solution – Or Not? CASE 3.2 TC’s Bookings: CRM Notes 4. The Selling Process Updating the Roles of Salespeople Customer Relationship Management Opportunities in Selling and Sales Management Careers for Different Types of Individuals Everyone Sells Something What Salespeople Do: The Stages of the Selling Process Continuous Cycle or Wheel of Selling Prospecting and Qualifying Planning the Sales Call (Preapproach) BOX 4.1 ∣ Sales Management in Action 4.1 BOX 4.2 ∣ Sales Management in Action 4.2 Approaching the Prospect Making the Sales Presentation and Demonstration Adaptive Versus Canned Sales Presentations Negotiating Sales Resistance or Buyer Objections Confirming and Closing the Sale Following Up and Servicing the Account BOX 4.3 ∣ Sales Management in Action 4.3 Applying CRM to the Selling Process Empowering Salespeople for CRM CRM Training and Rewards Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-basket Exercise Ethical Dilemma CASE 4.1 Micronix-Digital: Negotiation Strategies that Work CASE 4.2 Dasseaux Pharmaceuticals: Relationship Versus Transactional Selling CASE 4.3 Prezi: Revolutionizing Presentations for B2B Success Notes 5. Sales Forecasting and Budgeting Sales Forecasting and Its Relationship to Operational Planning Sales and Operational Planning (S&OP) Estimating Consumer Demand Estimating Industrial Demand Forecasting Approaches and Techniques Nonquantitative Forecasting Techniques Quantitative Forecasting Techniques BOX 5.1 ∣ Sales Management in Action 5.1 BOX 5.2 ∣ Sales Management in Action 5.2 Evaluating Forecasting Approaches BOX 5.3 ∣ Sales Management in Action 5.3 Sales Budget Planning The Planning Function The Coordinating Function The Controlling Function Preparing the Annual Sales Budget Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 5.1 AKAMAI Corporation: Developing Sales Forecasts CASE 5.2 Global Container Corporation: Creative Sales Forecasting Notes 6. Sales Force Planning and Organizing Purpose and Levels of Organizational Planning Why Should Sales Managers Plan? Levels of Organizational Planning Sales Management Planning Process Analyze the Situation BOX 6.1 ∣ Sales Management in Action 6.1 Set Goals and Objectives Determine Market Potential and Forecast Sales Develop Strategies Growth Strategies Allocate Resources and Develop Budgets BOX 6.2 ∣ Sales Management in Action 6.2 Implement the Plan Evaluate and Control Causes of Unsuccessful Planning Dialectic Planning Contingency Planning BOX 6.3 ∣ Sales Management in Action 6.3 Organizing the Sales Force Types of Organizations Types of Sales Department Organizations Team Selling Guidelines for Developing Sales Organizations Size of the Sales Force BOX 6.4 ∣ Sales Management in Action 6.4 Developing a High-Quality Sales Organization Chapter Summary Key Terms Chapter Review Questions It’s Up to You Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 6.1 PlayMart Toyz: Building a Sales Organization CASE 6.2 Modern Century Dental Supply, Inc. Notes 7. Time and Territory Management Improving Sales Productivity BOX 7.1 ∣ Sales Management in Action 7.1 Establishing Sales Territories Reasons for Sales Territories Reasons for Not Having Sales Territories CRM and Sales Territories Setting Up Sales Territories Selecting a Geographical Control Unit Conducting an Account Analysis Developing a Salesperson Workload Analysis Combining Geographical Control Units into Sales Territories BOX 7.2 ∣ Sales Management in Action 7.2 Assigning Salespeople to Territories Revising Sales Territories Signs Indicating the Need for Territorial Revisions Impact of Territory Revision on Salespeople Self-Management How Salespeople Spend Their Time New Sales Manager Roles Customer Reviews of Performance Time Management and Routing Managing Salesperson Time Time Management for Sales Managers Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercises In-Basket Exercise Ethical Dilemma CASE 7.1 Insurance Group for Manufacturers: Territory Management CASE 7.2 TechSales & Services, Inc.: Responding to Rapid Growth Notes 8. Recruiting and Selecting the Sales Force Importance of Recruiting and Selection What Is Recruitment? The Recruitment Process Job Analysis Preparing a Job Description Developing a Set of Job Qualifications Attracting a Pool of Applicants Sources of Salespeople Persons Within the Company Competitors Noncompeting Companies Educational Institutions Advertisements Online Recruiting Employment Agencies and Professional Recruiters Tradeshows and Conferences Factors to Consider in Evaluating Sources The Sales Force Selection Process Initial Screening In-Depth Interviewing BOX 8.1 ∣ Sales Management in Action 8.1 BOX 8.2 ∣ Sales Management in Action 8.2 Employment Testing Follow-Up Interviewing Making the Selection BOX 8.3 ∣ Sales Management in Action 8.3 Sales Force Socialization Initial Socialization Extended Socialization Chapter Summary Key Terms Chapter Review Questions Online Exercise Discussion Questions Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 8.1 Vector Marketing Corporation: Recruiting and Selecting College Students CASE 8.2 S.A. Jaguar Nuclear Operating Power Plant: Improving Recruitment and Selection Notes 9. Training the Sales Force YouTube, Social Media, Blogs, Wikis, Podcasts, and More Importance of Sales Training Benefits of Sales Force Training Keys to Sales Training Success Developing and Implementing Sales Training BOX 9.1 ∣ Sales Management in Action 9.1 Sales Training Development Process Conduct a Training Needs Assessment Determine Training Objectives Determine Training Program Content Making Training Delivery Decisions Determine Responsibility for Training Select Group or Individual Training Choosing Instructional Methods Traditional Training Methods Location of Training Timing of Training Programs BOX 9.2 ∣ Sales Management in Action 9.2 Preparing, Motivating, and Coaching Trainees Preparing Trainees for Training Motivating Trainees During Training Conducting Post-Training Reinforcement Evaluating Training Programs Continuous Training Programs Refresher Training Retraining Managerial Training Sales Training Challenges for Global Companies BOX 9.3 ∣ Sales Management in Action 9.3 Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise Ethical Dilemma CASE 9.1 Hops Distributors, Inc. CASE 9.2 Midwest Auto Parts, Inc.: Training Using Artificial Intelligence CASE 9.3 Asirvad Microfinance Ltd Notes 10. Sales Force Leadership Foundations of Leadership Supervision, Management, and Leadership Leadership and Power Position Power Sources Personal Power Sources Sales Force Management Implications Applying Classical Leadership Theories to Twenty-First-Century Sales Force Management Trait Theory Leadership Behavioral Styles Theory Contingency Theories of Leadership Applying Contemporary Leadership Theories to Twenty-First-Century Sales Force Management Transformational (or Charismatic and Visionary) Leadership Pygmalion Leadership Leadership and Empowerment: Distributive Power Sharing Through Participative Management Servant Leadership Shared Leadership Other Emerging Issues in Twenty-First-Century Sales Force Leadership Mentoring Diversity in Selling and Sales Force Management BOX 10.1 ∣ Sales Management in Action 10.1 BOX 10.2 ∣ Sales Management in Action 10.2 Guard Against Stereotyping Communication Listening Understanding Nonverbal Communication Breaking Down Communication Barriers Chapter Summary Key Terms Chapter Review Questions Online Exercise In-Basket Exercise Role-Play Exercise CASE 10.1 School Suppliers, Inc.: Leading a Diverse Sales Force CASE 10.2 Öhlins Chemicals: Resolving Communication Problems CASE 10.3 Flipkart India Notes 11. Sales Force Motivation Foundations of Motivation Applying Contemporary Motivation Theories to Sales Force Management Content Theories of Motivation Process Theories of Motivation Reinforcement Theory of Motivation Using Rewards and Incentive Programs for Sales Force Motivation Extrinsic Rewards Intrinsic Rewards Sales Force Motivation Strategies and Tools Sales Contests BOX 11.1 ∣ Sales Management in Action 11.1 Sales Meetings Additional Perspectives in Twenty-First-Century Sales Force Motivation Organizational and Job Commitment Organizational Climate Learning Orientation Versus Performance Orientation Salesperson’s Career Cycle Empowerment and Participative Management BOX 11.2 ∣ Sales Management in Action 11.2 Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 11.1 Schindler Pharmaceuticals: Motivating the Sales Force CASE 11.2 Sales Actions Software, Inc. Notes 12. Sales Force Compensation Sales Force Compensation Plans Variable Pay Compensation Systems Developing the Sales Force Compensation Plan Preparing Job Descriptions Establishing Specific Objectives Determining General Levels of Compensation Developing the Compensation Mix BOX 12.1 ∣ Sales Management in Action 12.1 Pretesting the Plan Administering the Plan Evaluating the Plan Advantages and Disadvantages of Different Compensation Methods Straight Salary Straight Commission Combination Compensation Plans Trends in Sales Compensation Compensation for Productivity and Retention Inclusion of Customer Satisfaction in the Compensation Plan BOX 12.2 ∣ Sales Management in Action 12.2 International Sales Compensation Commission for Sales Managers Expense Accounts and Fringe Benefits Acknowledging the Importance of Selling Expenses BOX 12.3 ∣ Sales Management in Action 12.3 Designing the Expense Plan Controlling Expenses Through Reimbursement Curbing Abuses of Expense Reimbursement Plans Adjusting to Rising Selling Costs Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 12.1 AirComp, Inc.: How Compensation Influences Job Search CASE 12.2 Juiced In Time Citrus Supply: Compensation and Sales Expenses Notes 13. Sales Organization Audit and Sales Analytics Framework for Sales Force Organization Audit Sales Analytics Sales Volume Analytics BOX 13.1 ∣ Sales Management in Action 13.1 Profitability Analytics BOX 13.2 ∣ Sales Management in Action 13.2 Underlying Problems BOX 13.3 ∣ Sales Management in Action 13.3 Return on Assets Managed (ROAM) Increasing Sales Force Productivity and Profits Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 13.1 Boudreaux’s Rice Cake Company: The Value of Financial Reports and Big Data CASE 13.2 Omega Restaurant Supply: Using CRM to Justify Change CASE 13.3 Nike Notes 14. Sales Force Performance Evaluation Sales Force Performance Evaluation Purpose of Salesperson Performance Evaluations Challenges in Salesperson Performance Evaluations Timing of Salesperson Performance Evaluations A Contemporary Approach to Sales Force Performance Evaluation Establish Sales Force Goals and Objectives Develop the Sales Plan Set Sales Force Performance Standards Key Sales Force Performance Factors Combining Sales Performance Evaluation Criteria Sources of Information for Sales Performance Evaluations Sales Dashboards Management Information Needed from the Sales Dashboard Allocate Resources and Sales Force Efforts Types of Sales Quotas BOX 14.1 ∣ Sales Management in Action 14.1 Administration of Sales Quotas Measure Sales Force Performance Against Set Standards Types of Performance Evaluation Techniques Performance Evaluation Comparisons Between Salespeople Sales Force Performance Evaluation Bias Providing Feedback and Improving Sales Force Performance Providing Feedback on Sales Force Performance Appraisals BOX 14.2 ∣ Sales Management in Action 14.2 Implementing Corrective Actions for Improving Sales Force Performance Applying Emerging Perspectives in Twenty-First-Century Sales Force Performance Evaluation 360-Degree Performance Appraisals Performance Appraisals of Team Selling Performance Review Ranking System BOX 14.3 ∣ Sales Management in Action 14.3 Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 14.1 PARKSUNGCO Electronics: Employee 360-Degree Review CASE 14.2 Midwest Risk Management: Performance Evaluation Systems Notes 15. Distribution Channels: An Overview Defining Distribution Channels Types of Channel Members Dual Functions of Channels BOX 15.1 ∣ Managing Distribution 15.1 Levels of Distribution Distribution Channels in Different Industries Distribution Intensity of Channels Distribution Channels Versus Other Marketing Channels Different Formats of Distribution Channels BOX 15.2 ∣ Managing Distribution 15.2 Flows in Distribution Channels Distribution and Sales: Are They Related? Why Do We Require Distribution Channels? Do We Need a Channel Manager? Designing and Developing Marketing Channels How Distribution Channels Provide Value to the Firm Market Development Through Expanding Distribution Network Rural Distribution Channels Challenges in Rural Distribution Marketing Channel Systems Vertical Marketing System Horizontal Marketing System Multichannel/Hybrid Marketing System Managing Distribution Channels Definition of Distribution Management Management of Distribution Channels Issues in Managing Distribution Channels Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 15.1 Channel Conflict: Samsung India CASE 15.2 Maruti Suzuki: A New Distribution Channel with Premium Customer Experience Notes 16. Channel Management: Retailing Retailing Who Is a Retailer? BOX 16.1 ∣ Managing Distribution 16.1 Types of Retailers Challenges in the Retail Business Retailer as a Salesperson Duties and Responsibilities of a Retail Salesperson Traditional Versus Modern Retailing Various Theories of Retailing Cyclical Theories Noncyclical Theories Retail Life Cycle Innovation Accelerated Growth Maturity Decline Organized Retailing Influence of Organized Retailing on the Unorganized Sector Recent Trends in Indian Retailing Growth Drivers of the Indian Organized Retailing Challenges and Opportunities of Organized Retailing Private-Label Brands Advantages and Disadvantages of Private-Label Brands Private-Label Threat Managing Retail Business Retail Marketing Strategies BOX 16.2 ∣ Managing Distribution 16.2 Elements of Store Design and Layout Planning Visual Merchandising Benefits of Visual Merchandising Retail Industry in India Evolution of the Indian Retail Industry Foreign Direct Investment in the Indian Retail Industry E-Retailing Electronic Retailing Versus Brick-and-Mortar Retailing Advantages and Disadvantages of E-Retailing Challenges of E-Retailing Forms of E-Retailing Major Players in the E-Retailing Sector in India The Future of Retailing Multichannel Versus Cross-Channel Versus Omnichannel Retailing Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 16.1 Retail Management Journey – Vivek & Co. CASE 16.2 Organized DMart Versus Unorganized Kirana Shops Retailing Notes 17. Channel Management: Wholesaling Wholesaling and Mass Distribution Who Is a Wholesaler? Benefits and Challenges of Wholesaling Wholesale E-Commerce Ways Wholesalers Can Benefit from Using E-Commerce Choosing a Wholesale E-Commerce Platform BOX 17.1 ∣ Managing Distribution 17.1 Strategic and Tactical Marketing Decisions in Wholesaling STP Approach Wholesale Business in India Recent Trends of Wholesale Business BOX 17.2 ∣ Managing Distribution NAM/e-NAM Future of Wholesaling Parties in Wholesaling Business Managing Wholesalers Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 17.1 Wholesale Box CASE 17.2 Conflict Between Wholesale and Retail Business Notes 18. Designing and Managing Distribution Channel System Designing a Distribution Channel System Channel Conflict Management Types of Channel Conflict Possible Reasons behind Channel Conflict Consequences of Channel Conflict Marketing Tactics and Strategies to Address Channel Conflicts Channel Information System BOX 18.1 ∣ Managing Distribution 18.1 BOX 18.2 ∣ Managing Distribution 18.2 Need for CIS Functions of CIS Characteristics of an Effective CIS Elements of the CIS Evaluation and Control of Channel Performance Using CIS Criteria Used for CIS Evaluation Process of Evaluation and Control Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 18.1 Verka: Need for a New Distribution Channel? CASE 18.2 Kia: Changing the Traditional Distribution System? Notes 19. Logistics and Supply Chain Management Logistics Origin of Logistics Functions of Logistics Why Is Logistics Important? Types of Logistics Logistics Management Types of Logistics Management Scope of Logistics Management Objectives of Logistics Management BOX 19.1 ∣ Managing Distribution 19.1 Importance of Logistics Management BOX 19.2 ∣ Managing Distribution 19.2 Supply Chain Management Supply Chain Models Need for SCM Parties Involved in SCM Logistics Versus SCM Recent Advancements and Trends in SCM Supply Chain Integration How Horizontal Integration Works Advantages and Disadvantages of Supply Chain Integration BOX 19.3 ∣ Managing Distribution 19.3 Integration of Sales and Operational Planning with the Supply Chain Developing Strategies and Plans for Logistics and SCM Embracing Digital Technologies Identifying KPIs Integrating Various Departments Collaborative Logistics Focusing on Customer Experience Using Real-time Data Promoting Transparency Use of Technology in Logistics and SCM Rural Logistics and SCM GST in Logistics and Supply Chain Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 19.1 Technologies in Logistics: Shiprocket CASE 19.2 Lijjat Papad: A Complex Supply Chain Management Notes 20. International Sales and Distribution Management International Markets Nature of International Market Differences Between Domestic and International Markets Selection of International Markets Factors to Be Considered Before Going International Political and Legal Factors Sociocultural Factors Natural Environmental Factors Technological Factors Economic Factors BOX 20.1 ∣ Managing Distribution 20.1 Selling in International Markets Strategies for International Markets Market Growth/Expansion Strategies BOX 20.2 ∣ Managing Distribution 20.2 International Salesperson Skills of an International Salesperson What Does an International Salesperson Do? Global Distribution Mix Distribution Process Distribution Structures Distribution Patterns Intermediaries Other Factors Affecting Choice of Channels Application of Global Marketing Mix in International Markets Risks Involved in International Markets Chapter Summary Key Terms Chapter Review Questions Online Exercise Role-Play Exercise In-Basket Exercise Ethical Dilemma CASE 20.1 India as an International Market: IKEA CASE 20.2 International Salesperson: TATA STEEL Notes Glossary G-1 Index I-1; About the Author Dr. Joseph F. Hair, Jr. is the Director of the Ph.D. Program in Business Administration and Cleverdon Chair of Business, Mitchell College of Business, University of South Alabama. Dr. Rolph E. Anderson is the Royal H. Gibson, Sr. Chair Professor and former Head (1975–1997) of the Department of Marketing at Drexel University. Dr. Rajiv Mehta earned his Ph.D. in Marketing from Drexel University in 1994, is a Professor of Marketing at the Martin Tuchman School of Management, New Jersey Institute of Technology. Previously, he served on the faculty of Loyola University New Orleans. Dr. Barry J. Babin is the Morris Lewis Professor and Chair of Marketing at Ole Miss Business School. Dr. Arun Kumar Kaushik holds the position of Associate Professor in the field of Marketing at the Indian Institute of Management (IIM) Amritsar. Dr. Zillur Rahman is a Professor in the Department of Management Studies, Indian Institute of Technology Roorkee, India ER -