TAILIEUCHUNG - Lecture Dalrymple's sales management: Concepts and cases – Chapter 10: Sales force ethics

When you finish this chapter, you should: Describe the value added of personal selling, define the steps in the personal selling process, describe the key functions involved in managing a sales force, describe the ethical and legal issues in personal selling. | Part V SALES FORCE LEADERSHIP Chapter 10: Sales Force Ethics TO LOOK OR NOT TO LOOK Assume you are taking a make-up final exam in a separate room and you need an A to pass the course, otherwise you might have to go to summer school and delay graduation for three months. You are 99% certain that your professor will not check in on you while you are taking the test and you have your textbook and notes in your book bag, which is sitting next to you on the floor. You are stumped on a few questions (enough so that you probably won’t get your A). If you looked in your notes and text, you would answer them correctly. Do you look? Assume the same situation, but that if you got your A on the test you would receive $5,000 (in addition to graduating). Now would you look in your notes? TO LOOK OR NOT TO LOOK “Former employees have alleged the company induced doctors to use Infuse and other spine products by sending them on lavish trips to resorts, paying them undeserved royalties, and handing out lucrative consulting contracts that required little work.” (David Armstrong, Wall Street Journal, Oct. 3, 2008) The company’s ethics policy is supposed to keep vendors from using fancy gifts to win favor with CVS execs. But the rules don’t apply to the company’s annual charity golf tournament, where vendors pay big bucks for trips with key CVS executives, Greg Norman, left, talks with CVS President Tom Ryan, second from right, as others look on during the 6th Annual CVS Charity Classic in 2004. Examples of Pressures Facing Sales Managers Incentives to provide favorable earnings reports High rewards for short –term profits at expense of long-term growth Greed Reputation Other? Case – Defining Moment You are the regional sales manager of a technology-based firm. Stacy, one of your branch managers, wants to fire Kathy, a salesperson you hired last year, for underperformance (lack of territory development). While there are no formal quotas, the other salespeople have had double-digit .

• Marketing - Bán hàng
• Sales management
• Dalrymples sales management
• Lecture Dalrymples sales management
• Ethical leadership
• Sales force leadership
• Sales opportunity management
• Qualifying prospects
• Sales force activities
• Dalrymple's sales management
• Lecture Dalrymple's sales management
• Sales program planning
• Management decisions
• Strategy implementation decisions
• Sales force program decisions
• Sales force organization
• Strategic account programs
• Product specialist organization
• Sales training
• Sales training process
• Determining training needs
• Recruiting and selecting personnel
• Sales force competencies
• Selecting sales personnel
• Account relationship management
• Decision making process
• Newly appointed sales manager
• Fundamentals of sales management
• Current sales culture
• Embracing change
• Communication styles
• Strategies for improving communications
• Personal selling
• Marketing mix
• Selling consequences