Contemporary Selling, 5th Edition

Book Description

Contemporary Selling is the only book on the market that combines full coverage of 21st century personal selling processes with a basic look at sales management practices in a way that students want to learn and instructors want to teach. The overarching theme of the book is enabling salespeople to build relationships successfully and to create value with customers.


Johnston and Marshall have created a comprehensive, holistic source of information about the selling function in modern organizations that links the process of selling (what salespeople do) with the process of managing salespeople (what sales managers do). A strong focus on the modern tools of selling, such as customer relationship management (CRM), social media and technology-enabled selling, and sales analytics, means the book continues to set the standard for the most up-to-date and student-friendly selling book on the market today.



Pedagogical features include: 



  • Mini-cases to help students understand and apply the principles they have learned in the classroom

  • Ethical Dilemma and Global Connection boxes that simulate real-world challenges faced by salespeople and their managers

  • Role Plays that enable students to learn by doing

A companion website includes an instructor’s manual, PowerPoints, and other tools to provide additional support for students and instructors.


Table of Contents

  1. Cover
  2. Title
  3. Copyright
  4. Brief Table of Contents
  5. Table of Contents
  6. Preface
  7. PART ONE WHAT IS CONTEMPORARY SELLING?
    1. CHAPTER 1 INTRODUCTION TO CONTEMPORARY SELLING
      1. Learning Objectives
      2. Introduction to Contemporary
      3. A Model for Contemporary Selling
        1. Building Relationships, Creating Value
        2. Understanding Sellers and Buyers
        3. Ethics
        4. Technology
        5. Selling Process
        6. Sales Management
      4. Issues Outside the Circles: The Global Selling Environment
        1. Internal Environment
        2. External Environment
      5. Summary
      6. Key Terms
      7. Role Play
      8. Discussion Questions
      9. Mini-Case 1: Creekside Outdoor Gear
      10. Appendix: Additional Information on Role Plays
    2. CHAPTER 2 UNDERSTANDING SELLERS AND BUYERS
      1. Learning Objectives
      2. Overview of Selling as a Career
        1. Why Sales Jobs Are So Rewarding
      3. Key Success Factors in Contemporary Selling
        1. Listening Skills
        2. Follow-up Skills
        3. Ability to Adapt Sales Style from Situation to Situation
        4. Tenacity—Sticking with a Task
        5. Well Organized
        6. Verbal Communication Skills
        7. Proficiency in Interacting with People at All Levels of a Customer’s Organization
        8. Demonstrated Ability to Overcome Objections
        9. Closing Skills
        10. Personal Planning and Time Management Skills
      4. Selling Activities
      5. Types of Selling Jobs
        1. Selling in B2C versus B2B Markets
        2. Types of B2B Sales Jobs
      6. Participants in the Organizational Buying Process
        1. Selling Centers and Buying Centers
      7. Organizational Buying Decision Stages
        1. Stage One: Anticipation or Recognition of a Problem or Need
        2. Stage Two: Determination and Description of the Traits and Quantity of the Needed Item(s)
        3. Stage Three: Search for and Qualification of Potential Suppliers
        4. Stage Four: Acquisition and Analysis of Proposals or Bids
        5. Stage Five: Evaluation of Proposals and Selection of Suppliers
        6. Stage Six: Selection of an Order Routine
        7. Stage Seven: Performance Evaluation and Feedback
      8. Types of Organizational Buying Situations
      9. Summary
      10. Key Terms
      11. Role Play
      12. Discussion Questions
      13. Mini-Case 2: National Agri-Products Company
    3. CHAPTER 3 VALUE CREATION IN BUYER–SELLER RELATIONSHIPS
      1. Learning Objectives
      2. Adding Value Is “Marketing 101”
        1. Role of Selling in Marketing
        2. Role of Marketing in Selling
      3. Clarifying the Concept of Value
        1. Value Is Related to Customer Benefits
        2. The Value Chain
        3. Lifetime Value of a Customer
      4. Communicating Value in the Sales Message
        1. Product Quality
        2. Channel Deliverables (Supply Chain)
        3. Integrated Marketing Communications (IMC)
        4. Synergy between Sales and Marketing
        5. Execution of Marketing Mix Programs
        6. Quality of the Buyer–Seller Relationship (Trust)
        7. Service Quality
        8. Salesperson Professionalism
        9. Brand Equity
        10. Corporate Image/Reputation
        11. Application of Technology
        12. Price
      5. Managing Customer Expectations
      6. Summary
      7. Key Terms
      8. Role Play
      9. Discussion Questions
      10. Mini-Case 3: BestValue Computers
      11. Appendix: Selling Math
    4. CHAPTER 4 ETHICAL AND LEGAL ISSUES IN CONTEMPORARY SELLING
      1. Learning Objectives
      2. The Importance of Ethics in the 21st Century
        1. Renewed Emphasis on Ethical Practices
        2. Companies Take the Lead in Social Responsibility
      3. Ethical Concerns for Salespeople
        1. Issues with Customers
        2. Issues with Employers
      4. Ethical Concerns for Management
        1. Issues with Salespeople
        2. Issues with Company Policies
      5. Legal Issues in Contemporary Selling
        1. Uniform Commercial Code: The Legal Framework for Selling
        2. Unlawful Business Activities
      6. A Code of Sales Ethics
        1. Corporate Code of Ethics
        2. Individual Code of Sales Ethics
      7. Summary
      8. Key Terms
      9. Role Play
      10. Discussion Questions
      11. Mini-Case 4: Health Sense Pharmaceuticals
    5. CHAPTER 5 CRM, SALES TECHNOLOGIES, AND SALES ANALYTICS
      1. Learning Objectives
      2. What Is Customer Relationship Management (CRM)?
        1. From Mass Marketing to One-to-One Marketing
        2. CRM Process Cycle
        3. Toward a Relationship-Based Enterprise
      3. The Technology of Selling
        1. A Peek at Historical Sales Technology
        2. Sales Technology in the Informational Decade
        3. Gaining Technology Acceptance by Salespeople
      4. Sales Analytics: Connecting CRM to Strategic Selling and Sales Force Management
        1. Customer and Market Insights: Get to Know Your Customers and Market Better
        2. Get to Know Your Sales Force Better
        3. Impediments to Maintaining CRM System Data and Sales Analytics Efficacy
      5. Summary
      6. Key Terms
      7. Discussion Questions
      8. Mini-Case 5: Who “Owns” CRM
  8. PART TWO ELEMENTS OF THE CONTEMPORARY SELLING PROCESS
    1. CHAPTER 6 PROSPECTING AND SALES CALL PLANNING
      1. Learning Objectives
      2. Prospecting: Customers Don’t Start Out as Customers
        1. Qualifying the Prospect
        2. Why Prospecting Is So Important
      3. Sources of Prospects
        1. Loyal Customers
        2. Endless Chain Referrals
        3. Networking
        4. Directories
        5. Internet
        6. Telemarketing
        7. Written Correspondence
        8. Trade Shows
        9. Conferences
        10. Cold Calls and Warm Calls
        11. Others in Your Firm
      4. Set a Systematic Prospecting Plan
        1. Make the Best Use of CRM in Prospecting
        2. Resist Call Reluctance
      5. Planning the Sales Call: The Preapproach
        1. Establish Goals for the Initial Sales Call
        2. Learn All You Can about the Prospect
        3. Plan to Portray the Right Image
        4. Determine Your Approach
        5. Prepare a Sales Proposal
      6. The Sales Manager’s Role in Prospecting and Sales Call Planning
      7. Summary
      8. Key Terms
      9. Role Play
      10. Discussion Questions
      11. Mini-Case 6: Strong Point Financial Services
    2. CHAPTER 7 COMMUNICATING THE SALES MESSAGE
      1. Learning Objectives
      2. Communicating the Sales Message
      3. Getting Ready for a Sales Presentation
        1. Characteristics of a Great Sales Presentation
        2. Sales Presentation Strategies
      4. Setting Objectives and Goals
      5. Approach the Customer: Initiating the Relationship
        1. Tips for Making a Good First Impression
        2. Approach Strategies
      6. The Sales Presentation: Building the Relationship
        1. Identify Customer’s Needs
        2. Listen
        3. Apply Your Knowledge to Customer Needs
        4. Satisfy Customer Needs
      7. Keys to a Great Sales Presentation
        1. Demonstrations
        2. The Value Proposition
        3. Nonverbal Communication
        4. What to Do When Things Go Wrong
      8. The Sales Manager’s Role in the Sales Presentation
        1. Managers Are Essential to a Great Presentation
        2. Providing the Tools for Success
      9. Summary
      10. Key Terms
      11. Role Play
      12. Discussion Questions
      13. Mini-Case 7: Bright Colors Paint
    3. CHAPTER 8 NEGOTIATING FOR WIN-WIN SOLUTIONS
      1. Learning Objectives
      2. Negotiating Win-Win Solutions
      3. Negotiations: The Heart of the Win-Win Solution
      4. Common Customer Concerns
        1. Do I Need Your Product?
        2. Do I Trust Your Company?
        3. I Don’t Really Know You
        4. I Need More Time to Consider Your Product
        5. Is This Your Best Price?
      5. Basic Points in Negotiating Win-Win Solutions
        1. Plan and Prepare
        2. Anticipation Enhances Negotiations
        3. Say What You Mean and Mean What You Say
        4. Negativity Destroys Negotiations
        5. Listen and Validate Customer Concerns
        6. Always Value the Value Proposition
      6. Specific Negotiation Strategies
        1. Question
        2. Direct Denial
        3. Indirect Denial
        4. Compensating for Deficiencies
        5. Feel—Felt—Found
        6. Third-Party Endorsements
        7. Bounce-Back
        8. Defer
        9. Trial Offer
      7. The Sales Manager’s Role in Negotiating Win-Win Solutions
      8. Summary
      9. Key Terms
      10. Role Play
      11. Discussion Questions
      12. Mini-Case 8: Mid-Town Office Products
    4. CHAPTER 9 CLOSING THE SALE AND FOLLOW-UP
      1. Learning Objectives
      2. What Is a Close?
        1. Selling Is Not a Linear Process
      3. Closing Methods
        1. Assumptive Close
        2. Minor Point Close
        3. Alternative Choice Close
        4. Direct Close
        5. Summary-of-Benefits Close
        6. Balance Sheet Close
        7. Buy-Now Close
        8. In Closing, Practice Makes Perfect
      4. Dealing with Rejection
        1. Attitude Is Important
      5. Identifying Buying Signals
        1. Verbal Buying Signals
        2. Nonverbal Buying Signals
        3. Trial Close
      6. Common Closing Mistakes
      7. Follow-up Enhances Customer Relationships
        1. Customer Expectations and Complaint Behavior
        2. Don’t Wait for Complaints to Follow Up with Customers
        3. Other Key Follow-up Activities
        4. CRM and Follow-up
      8. The Sales Manager’s Role in Closing the Sale and Follow-up
      9. Summary
      10. Key Terms
      11. Role Play
      12. Discussion Questions
      13. Mini-Case 9: St. Paul Copy Machines
      14. Appendix: Checklist for Using Effective Closing Skills
    5. CHAPTER 10 SALESPERSON SELF-MANAGEMENT
      1. Learning Objectives
      2. The Importance of Salesperson Self-Management
        1. Reasons for Salespeople
        2. Reasons for Sales Managers
      3. Salespeople’s Role in Salesperson Self-Management
        1. Efficient Time Management
        2. Effective Territory Management
      4. Sales Managers’ Role in Time and Territory Management
        1. Design the Most Effective Sales Territories
        2. Measure Sales Territory Performance
      5. Summary
      6. Key Terms
      7. Role Play
      8. Discussion Questions
      9. Mini-Case 10: Diagnostic Services Inc.
  9. PART THREE MANAGING THE CONTEMPORARY SELLING PROCESS
    1. CHAPTER 11 SALESPERSON PERFORMANCE: BEHAVIOR, MOTIVATION, AND ROLE PERCEPTIONS
      1. Learning Objectives
      2. Why Is It Important for Management to Understand Salesperson Performance?
      3. Salesperson Performance
        1. Role Perceptions
        2. Sales Aptitude: Are Good Salespeople Born or Made?
        3. Sales Skill Levels
        4. Motivation
        5. Organizational, Environmental, and Personal Factors
        6. Rewards
        7. Satisfaction
      4. How Salespeople Influence Performance
        1. The Salesperson’s Role Perceptions
        2. The Salesperson’s Role Is Affected by Many Factors
      5. How Managers Influence Performance
        1. Role Perceptions
        2. Motivation
        3. Incentive and Compensation Policies
      6. Summary
      7. Key Terms
      8. Role Play
      9. Discussion Questions
      10. Mini-Case 11: Ace Chemicals
    2. CHAPTER 12 RECRUITING, SELECTING, AND TRAINING SALESPEOPLE
      1. Learning Objectives
        1. Recruitment and Selection Issues
        2. Establish Responsibility
        3. Analyze the Job and Determine Selection Criteria
        4. Find and Attract Applicants
        5. Develop and Apply Selection Procedures
      2. Issues in Sales Training
      3. Objectives of Sales Training
        1. Improve Customer Relationships
        2. Increase Productivity
        3. Improve Morale
        4. Lower Turnover
        5. Improve Selling Skills
      4. Developing Successful Sales Training Programs
        1. Analyze Needs
        2. Determine Objectives
        3. Develop Program and Implement
        4. Evaluate and Review the Program
      5. Training Needs Change with Time
        1. New Recruits
        2. Experienced Salespeople
      6. Sales Training Topics
        1. Product Knowledge
        2. Market/Industry Orientation
        3. Company Orientation
        4. Time and Territory Management
        5. Legal/Ethical Issues
        6. Technology
        7. Specialized Training Topics
      7. Sales Training Methods
        1. On-the-Job Training
        2. Internet (Online)
        3. Classroom Training
        4. Role-Playing
      8. Measuring the Costs and Benefits of Sales Training
        1. Measurement Criteria
        2. Measuring Broad Benefits
        3. Measuring Specific Benefits
      9. Summary
      10. Key Terms
      11. Role Play #1
      12. Role Play #2
      13. Discussion Questions
      14. Mini-Case 12.1: Right Times Uniform
      15. Mini-Case 12.2: House Handy Products
    3. CHAPTER 13 COMPENSATING AND EVALUATING SALESPEOPLE
      1. Learning Objectives
      2. Overview of Salesperson Compensation and Incentives
      3. Straight Salary, Straight Commission, and Combination Plans
      4. Other Types of Compensation
        1. Sales Contests
        2. Expense Accounts
        3. Nonfinancial Rewards
      5. Deciding on the Mix and Level of Compensation
        1. Dangers of Paying Salespeople Too Much
        2. Dangers of Paying Salespeople Too Little
      6. Evaluating Salesperson Performance
        1. Performance versus Effectiveness
      7. Objective Measures of Performance
        1. Ratio Measures
      8. Subjective Measures of Performance
        1. Problems with Subjective Performance Measurement
        2. Avoiding Errors in Subjective Performance Evaluation
        3. BARS Systems
      9. 360-Degree Performance Feedback
      10. Summary
      11. Key Terms
      12. Role Play #1
      13. Role Play #2
      14. Discussion Questions
      15. Mini-Case 13.1: MedTech Pharmaceuticals
      16. Mini-Case 13.2: American Food Processors
    4. CHAPTER 14 GLOBAL PERSPECTIVES ON CONTEMPORARY SELLING
      1. Learning Objectives
      2. Selling Is Global
        1. The Global Marketplace and Contemporary Selling
      3. Global Challenges in the Sales Process
        1. Culture
        2. Business Practices
        3. Technology
      4. Global Challenges in Managing the Sales Process
        1. Sales Organizational Structure
        2. Hire the Right People in a Global Sales Environment
        3. Training for Effective Global Selling
        4. Motivation of the Global Salesperson
        5. Compensation of the Global Salesperson
        6. Evaluation of the Global Sales Force
      5. Summary
      6. Key Terms
      7. Discussion Questions
      8. Mini-Case 14: Gen Tech Corporation
  10. Glossary
  11. Endnotes
  12. Index

Product Information

  • Title: Contemporary Selling, 5th Edition
  • Author(s): Mark W. Johnston, Greg W. Marshall
  • Release date: February 2016
  • Publisher(s): Routledge
  • ISBN: 9781317360827