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Journal articles on the topic 'Sales management'

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Published: 4 June 2021
Last updated: 31 July 2024

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1

Hartley, Jerry S., and Stephen F. Witt. "Hotel Sales Management:." Journal of Hospitality & Leisure Marketing 1, no. 2 (January 5, 1993): 59–75. http://dx.doi.org/10.1300/j150v01n02_05.

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2

Carter, Tony. "Sales Management Coaching." Journal of Hospital Marketing & Public Relations 16, no. 1-2 (August 30, 2006): 113–25. http://dx.doi.org/10.1300/j375v16n01_08.

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3

Wendel, R. F. "Field sales management." Industrial Marketing Management 15, no. 1 (February 1986): 87–88. http://dx.doi.org/10.1016/0019-8501(86)90048-9.

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4

Havlíček, Karel, and Ondřej Roubal. "Sales Management and Sales Communication of SMEs." EUROPEAN RESEARCH STUDIES JOURNAL XVI, Issue 4 (November 1, 2013): 29–42. http://dx.doi.org/10.35808/ersj/401.

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5

Kuruzovich, Jason. "Sales Technologies, Sales Force Management, and Online Infomediaries." Journal of Personal Selling & Sales Management 33, no. 2 (June 2013): 211–24. http://dx.doi.org/10.2753/pss0885-3134330205.

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6

Rutherford, Brian N., Nathaniel Hartmann, Nwamaka Anaza, and Scott C. Ambrose. "Editorial: Relational disruptions in sales and sales management." Journal of Business & Industrial Marketing 39, no. 4 (May 8, 2024): 669–72. http://dx.doi.org/10.1108/jbim-04-2024-639.

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7

Rane, Dipesh, Nabil Ahmed, Daanish Sarguru, and Shabina Sayed. "Sales Performance Management System." International Journal of Computer Applications 162, no. 11 (March 15, 2017): 25–30. http://dx.doi.org/10.5120/ijca2017913404.

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8

Mentzer, John T., Carol C. Bienstock, and Kenneth B. Kahn. "Benchmarking sales forecasting management." Business Horizons 42, no. 3 (May 1999): 48–56. http://dx.doi.org/10.1016/s0007-6813(99)80021-4.

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9

Saxena, DR RP. "Sales and Distribution Management." Paradigm 4, no. 1 (January 2000): 171–82. http://dx.doi.org/10.1177/0971890720000118.

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10

Schmitz, Christian, and Jan Wieseke. "Excellence in Sales Management." Marketing Review St. Gallen 32, no. 6 (December 2015): 3. http://dx.doi.org/10.1007/s11621-015-0587-4.

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11

Jensen, Ove. "Hello , Sales Management Review!" Sales Excellence 22, no. 5-6 (May 2013): 66. http://dx.doi.org/10.1365/s35141-013-0723-1.

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12

Hartenfels, Thomas. "Sales Management im Wandel." Sales Excellence 28, no. 11 (November 2019): 16–18. http://dx.doi.org/10.1007/s35141-019-0173-5.

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13

Fine, Leslie M. "Selling and sales management." Business Horizons 50, no. 3 (May 2007): 185–91. http://dx.doi.org/10.1016/j.bushor.2007.01.001.

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14

Siguaw, Judy A., Sheryl E. Kimes, and Jule B. Gassenheimer. "B2B sales force productivity: applications of revenue management strategies to sales management." Industrial Marketing Management 32, no. 7 (October 2003): 539–51. http://dx.doi.org/10.1016/s0019-8501(02)00278-x.

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15

Heese, H. Sebastian, and Jayashankar M. Swaminathan. "Inventory and sales effort management under unobservable lost sales." European Journal of Operational Research 207, no. 3 (December 2010): 1263–68. http://dx.doi.org/10.1016/j.ejor.2010.06.016.

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16

Пономарева, К. Г. "Improving sales and personal sales management in the organization." Экономика и предпринимательство, no. 8(121) (July 26, 2020): 814–18. http://dx.doi.org/10.34925/eip.2020.121.8.165.

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В статье представлены результаты анализа сбыта в организации. Предложены мероприятия по совершенствованию управления сбытом и рассчитана эффективность. The article presents the results of sales analysis in the organization. Measures to improve sales management are proposed and efficiency is calculated.
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17

ТИТОВА, С. В., and М. М. ТИХОНОВА. "SALES MANAGEMENT IN A SALES ORGANIZATION: ADVANTAGES AND DISADVANTAGES." Экономика и предпринимательство, no. 8(157) (October 23, 2023): 789–93. http://dx.doi.org/10.34925/eip.2023.157.8.144.

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В статье представлены результаты анализа управления продажами в торговой организации по основным элементам: планирование продаж, организация процесса продаж, мотивация торгового персонала, контроль продаж. Особое внимание уделено показателям оценки эффективности управления продажами, что позволило определить достоинства и недостатки этой системы, которые влияют на эффективность работы организации в целом. Результаты представленного исследования могут быть использованы в практической деятельности торговых организаций при оценке действующей системы управления продажами в компании, а также для выявления проблем в этой системе для разработки предложений по ее совершенствованию. The article presents the results of the analysis of sales management in a trade organization by the main elements: sales planning, organization of the sales process, motivation of sales personnel, sales control. Particular attention is paid to the indicators of evaluation of sales management efficiency, which allowed to determine the advantages and disadvantages of this system, which affect the effectiveness of the organization as a whole. The results of the presented research can be used in the practical activities of trade organizations in assessing the current system of sales management in the company, as well as to identify problems in this system to develop proposals for its improvement.
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18

Matvieieva, Yu, Yu Opanasiuk, T. Bondar, and D. Petrenko. "SALES-MANAGEMENT AS А ONE OF THE KEY DIRECTIONS OF MODERN ORGANIZATION MANAGEMENT." Vìsnik Sumsʹkogo deržavnogo unìversitetu 2021, no. 1 (2021): 43–57. http://dx.doi.org/10.21272/1817-9215.2021.1-6.

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Today the sale of goods and services is one of the most popular and relevant activities in the world. In this context, scientists and practitioners study the skills, abilities and competencies of specialists in this field. In companies working in the field of sales of goods and services, special attention is paid to the development of a motivational system for sales managers in order to increase their productivity. The theoretical and scientific and methodological approaches to improving the management system of a company operating in the field of sales have been investigated in the paper. The main directions and types of sales have been determined, the modern tools of effective sales have been revealed taking into account the experience of one of the leading companies in the field of sales. Also, the special attention is paid to the business characteristics and personal qualities of a successful sales manager. The business processes for the incoming line manager have been described as an algorithm. The processes of management of sales departments of enterprises have been studied on the basis of the use of system analysis. An approach to determining the efficiency of sales managers has been proposed, on the basis of which the formation of an annual matrix of sales managers' efficiency has been envisaged. The main reasons for the loss of quality requests and orders have been identified. The approach to personnel management of trade enterprises has been offered and the necessity of conducting analytical control of sales, management of interconnected processes as a single stream for effective work have been substantiated. The directions of increase of efficiency of work of sales department, by reduction of time for processing of inquiries, introduction of administrative actions have been defined. The possibility of increasing the company's income by increasing the quality of work of each employee of the sales department has been identified. A system of motivation for sales professionals according to their levels has been proposed: financial motivation (I level), financial and non-financial motivation (II level), promotion of sales managers (III level), providing creative freedom in work and the ability to make decisions in company management ( IV level). In turn, the motivation package should take into account the level of rejection of the order for each manager. At the same time the directions of sales should be taken into account: B2B sales, B2D sales, B2C sales, D2C sales.
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19

Dyachun, Olga, and Vitalii Levytskyi. "Sales management function at the enterprise." Socio-Economic Problems and the State 26, no. 1 (2022): 69–76. http://dx.doi.org/10.33108/sepd2022.01.069.

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The definition of the essence of sales management activities at the enterprise is presented. The list of sales functions at the enterprise is developed, the point of view on their composition is revealed. The content of the «sales market research» function as an initial function in the sales management system is clarified. Emphasis is placed on the functions of motivating employees who carry out the sales management activity and motivating other objects that are participants in the sales process. It is studied that the purpose of sales planning is to ensure sales tasks on the part of individual structural divisions of the enterprise. It is indicated that the sales market research function is performed in most cases by a separate specialized marketing department (marketing research department). It is concluded that regulation as a function of sales management is the development and implementation of measures based on the results of sales control aimed at improving its activity. It is noted that in the definition of the «sales management» concept, it is worth pointing out that it is aimed at the performance of its functions. Considerable attention is paid to the organization of sales activities. It is noted that it includes the creation of a sales service, organization of sales, delivery of goods to consumers, organization of distribution channels, organization of relations between the sales department and other structural units, etc. It is emphasized that an important function of sales management at the enterprise is its planning. Emphasis is placed on the content types of sales plans. Such a function of sales management is considered as operative work. It is noted that one of the sales functions is accounting of sales activities, and its types are outlined. A significant place is given to consideration of the motivational function of sales activity. The final function of the sales management process, which is sales control and regulation, is indicated. It is determined that the main functions of sales can be combined into three groups: planning, organization, control and regulation. It is emphasized that the final function of sales management is sales control and regulation.
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20

Tebekin, Alexey V., Elena P. Zbirovskaya, and Pavel A. Tebekin. "PRINCIPLES APPLIED MANAGEMENT: SALES INFORMATION TECHNOLOGY MANAGEMENT." RSUH/RGGU Bulletin. Series Economics. Management. Law, no. 2 (2016): 86–94. http://dx.doi.org/10.28995/2073-6304-2016-2-86-94.

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21

S. Sangadji, Suwandi. "SALES MANAGEMENT ANALYSIS AND DECISION MAKING." PROCURATIO: Jurnal Manajemen & Bisnis 2, no. 1 (August 2, 2023): 39–42. http://dx.doi.org/10.62394/projmb.v2i1.57.

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This comprehensive book aims to provide readers with an in-depth understanding of sales management, covering analysis and decision-making for developing effective sales strategies and tactics. It also delves into various concepts, techniques, and tools used in sales management and how to apply them in practice. The book covers topics such as personal selling, organizational strategies, sales organization structure, salesforce deployment, recruitment and selection, sales training, sales leadership, motivation and reward systems, evaluating organizational effectiveness, and evaluating salesperson performance. Additionally, it explores the role of personal selling in marketing, highlighting the difference between trust-based selling and transactional selling. The book emphasizes the importance of customer value in sales strategy and adaptive selling. Current trends in sales professionalism, such as complexity, collaboration, and accountability, are also discussed. Organizational strategy's impact on the sales function is examined, along with the allocation of sales efforts and territory design. The importance of recruiting the right sales talent and the significance of sales training for both newly recruited and existing sales force members are emphasized. Sales leadership and management are explored, considering situational factors influencing effective leadership approaches. The book also delves into motivation management and reward systems, detailing various financial and non-financial rewards that motivate salespeople. Evaluating the effectiveness of sales organizations and salesperson performance are also discussed, along with various evaluation methods. Overall, this book provides valuable insights and practical guidance for sales managers, sales management students, and anyone seeking to enhance their sales performance. Ingram et al. have skillfully written this book, offering a comprehensive resource for navigating the complexities of sales management.
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22

Bâtcă-Dumitru, Corina-Graziella, Daniela-Nicoleta Sahlian, and Cleopatra Șendroiu. "The Budgetary Management of Sales." CECCAR Business Review 2, no. 7 (July 31, 2021): 14–24. http://dx.doi.org/10.37945/cbr.2021.07.02.

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23

Mandelbaum, Robert. "Hotel Sales-and-Marketing Management." Cornell Hotel and Restaurant Administration Quarterly 38, no. 6 (December 1997): 46–51. http://dx.doi.org/10.1177/001088049703800619.

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24

Konobeeva, O. E., and E. E. Konobeeva. "Business Technologies in Sales Management." OrelSIET Bulletin, no. 2 (48) (2019): 83–87. http://dx.doi.org/10.36683/2076-5347-2019-2-48-83-87.

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25

Mukherjee, Jaydeep, and Anirban Basu. "Distributor Sales Force Performance Management." Vision: The Journal of Business Perspective 14, no. 4 (October 2010): 309–21. http://dx.doi.org/10.1177/097226291001400407.

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26

Deeter-Schmelz, Dawn R. "Selling and Sales Management Abstracts." Journal of Personal Selling & Sales Management 34, no. 2 (March 3, 2014): 160–71. http://dx.doi.org/10.1080/08853134.2014.890907.

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27

Aminiroshan, Zahra, Esmaiel Sharifian, and Seyed Mostafa Siyadat. "Sport promotion and sales management." Management Science Letters 4, no. 6 (2014): 1177–80. http://dx.doi.org/10.5267/j.msl.2014.5.011.

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28

Wang, Chuan‐San, Samuel Tung, Lin Chen‐Chang, Wang Lan‐Fen, and Lai Ching‐Hui. "Earnings management using asset sales." International Journal of Accounting & Information Management 18, no. 3 (September 21, 2010): 237–51. http://dx.doi.org/10.1108/18347641011068983.

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29

Park, Myung Seok, and Taewoo Park. "Insider sales and earnings management." Journal of Accounting and Public Policy 23, no. 5 (September 2004): 381–411. http://dx.doi.org/10.1016/j.jaccpubpol.2004.07.003.

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30

Geurts, Michael. "Effective sales management 2nd edn." Journal of Retailing and Consumer Services 1, no. 2 (October 1994): 126. http://dx.doi.org/10.1016/0969-6989(94)90018-3.

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31

Gihyung, Kim. "Women Sales Personnel’s Emotion Management." Asian Women 30, no. 4 (December 31, 2014): 3. http://dx.doi.org/10.14431/aw.2014.12.30.4.3.

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32

Mukherjee, Jaydeep. "Sales Performance Management in KRC." Vision: The Journal of Business Perspective 17, no. 1 (March 2013): 63–71. http://dx.doi.org/10.1177/0972262912469567.

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33

Basu, Anirban, Bhavesh Pande, Vinod Kalia, and Tanuja Sharma. "Sales Performance Management in KRC." Vision: The Journal of Business Perspective 17, no. 1 (March 2013): 73–81. http://dx.doi.org/10.1177/0972262912469568.

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34

AHEARNE, MICHAEL J., JEFFREY P. BOICHUK, CRAIG J. CHAPMAN, and THOMAS J. STEENBURGH. "Real Earnings Management in Sales." Journal of Accounting Research 54, no. 5 (October 21, 2016): 1233–66. http://dx.doi.org/10.1111/1475-679x.12134.

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35

Panza, Carol M. "Building a sales management system." Performance + Instruction 29, no. 3 (March 1990): 6–11. http://dx.doi.org/10.1002/pfi.4160290303.

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36

Chin, Tachia, and Ren-huai Liu. "Sales management and personal selling." International Journal of Research in Marketing Management and Sales 1, no. 1 (January 1, 2019): 18–22. http://dx.doi.org/10.33545/26633329.2019.v1.i1a.5.

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37

Pandya, Yomik, Aditya Thakur, Drumil Pistolwala, Kash Trivedi, Theres Bemila, and Ankita Awsarmal. "Property Management System." International Journal for Research in Applied Science and Engineering Technology 11, no. 4 (April 30, 2023): 4119–25. http://dx.doi.org/10.22214/ijraset.2023.51218.

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Abstract: The price of a house is increased every year according to the location. It indicates the current economic situation so there is a need for a system to predict house sales in the future for both buyer and the seller. Here we use a dataset of Pune with more than 68,613 entries of train data and test data of housing sales in India. This analysis includes the effect of markdowns on sales and the extent of effects on the sales by size, price, area etc. has been analysed using different machine learning algorithms. Estimating home sales can help the developer determine the selling price of the home and the best time for the buyer to purchase the home. The output values of the algorithms are estimated based on the input characteristics from the data presented in the system and the analysis is a process. Physical conditions, concept and location are the three factors that determine the selling price of a property.
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38

S.Meena, Ms, Mrs S.Girija, and Mrs S.Kayathri. "Financial Management System." International Journal of Engineering & Technology 7, no. 3.10 (July 15, 2018): 71. http://dx.doi.org/10.14419/ijet.v7i3.10.15633.

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The project entitled as “Financial Management System” The main objective is maintaining the company details and sends the daily report to the company manager. The admin can view the employee attendance details, employee registration details and sales details. This project contains two modules such as admin module and user modules. The admin can maintain employee details and sales details. In user modules, day by day update attendance details and product sales details in the system. So the admin can easily view product details and sales details and employee details in the system. The system can view day by day activities in the company process. The front end of the project is JSP and back end is MySQL.
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39

Rosenbloom, Bert, and Rolph Anderson. "Channel management and sales management: Some key interfaces." Journal of the Academy of Marketing Science 13, no. 3 (June 1985): 97–106. http://dx.doi.org/10.1007/bf02729939.

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40

Stojanovic, Dragisa. "Modelling Sales." Journal of the Operational Research Society 45, no. 9 (September 1994): 1060. http://dx.doi.org/10.2307/2584147.

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41

Stojanović, Dragiša. "Modelling Sales." Journal of the Operational Research Society 45, no. 9 (September 1994): 1060–67. http://dx.doi.org/10.1057/jors.1994.171.

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42

Matsuo, Makoto. "The Influence of Sales Management Control on Innovativeness of Sales Departments." Journal of Personal Selling & Sales Management 29, no. 4 (September 2009): 321–31. http://dx.doi.org/10.2753/pss0885-3134290402.

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43

Baldauf, Artur, and Nick Lee. "International Selling and Sales Management: Sales Force Research beyond Geographic Boundaries." Journal of Personal Selling & Sales Management 31, no. 3 (June 2011): 211–17. http://dx.doi.org/10.2753/pss0885-3134310301.

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44

Ingram, Thomas N. "Future Themes in Sales and Sales Management: Complexity, Collaboration, and Accountability." Journal of Marketing Theory and Practice 12, no. 4 (October 2004): 18–28. http://dx.doi.org/10.1080/10696679.2004.11658528.

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45

Gohmann, Stephan F., Jian Guan, Robert M. Barker, and David J. Faulds. "Perceptions of sales force automation: Differences between sales force and management." Industrial Marketing Management 34, no. 4 (May 2005): 337–43. http://dx.doi.org/10.1016/j.indmarman.2004.09.014.

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46

Seo1, Yoon-jeong, Tae-kyoo Hwang, Sang-Youn Han, and Yong-sil Seo. "Effect of Online Sales Management of Agrifood Enterprises on Sales Performance." Journal of Digital Contents Society 19, no. 11 (November 30, 2018): 2149–57. http://dx.doi.org/10.9728/dcs.2018.19.11.2149.

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47

SAIENIT, M. W. "Sales Commission for Multiproduct Sales Forces." IMA Journal of Management Mathematics 2, no. 1 (1988): 17–23. http://dx.doi.org/10.1093/imaman/2.1.17.

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48

CHEN, ANDREW H., and SUMON C. MAZUMDAR. "LOAN SALES AND BANK LIQUIDITY MANAGEMENT." International Journal of Theoretical and Applied Finance 02, no. 02 (April 1999): 113–29. http://dx.doi.org/10.1142/s0219024999000091.

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Bank loan sales activities in the U.S. increased dramatically in the 1980s. We develop a dynamic control model that integrates existing rationales for loan sales. Our model explains several recently documented empirical facts concerning both bank loan sales and purchases in a consistent fashion and yields additional testable hypotheses.
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49

Bychkova, Gul'fira. "COMMERCIAL EXPENSE MANAGEMENT TOOLS." Modern Technologies and Scientific and Technological Progress 1, no. 1 (May 17, 2021): 307–8. http://dx.doi.org/10.36629/2686-9896-2021-1-1-307-308.

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50

Babakus, Emin, David W. Cravens, Ken Grant, Thomas N. Ingram, and Raymond W. LaForge. "Investigating the relationships among sales, management control, sales territory design, salesperson performance, and sales organization effectiveness." International Journal of Research in Marketing 13, no. 4 (October 1996): 345–63. http://dx.doi.org/10.1016/s0167-8116(96)00016-x.

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