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Каталог модельной химии и принадлежностей.

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Additional resources for AK Interactive 2013

Sample text

For transactions to take place, buyers must have developed some incentive or motivation to make them. Motivation is an individual’s willingness to spend some available, valued, but limited resources, to perform a certain activity that is expected to result in outcomes that have an even greater value to this individual. In other words, buyers must be ready to exchange some (financial, time, and/or informational) resources for other resources which are even more valued by the purchasing firm. In a given situation, the value that customers assign to various situational elements depends on their perceptions and attitudes toward those elements, especially the nature of the problem to be solved, the risks incurred, the availability of potential suppliers, and the suppliers’ products, brands, and sales representatives.

In such cases, the person in charge of the purchasing function plays a key role in establishing and maintaining business relationships with suppliers. In practice, the procurement function is increasingly held by professionals 32 Leading the Sales Force who have received formal training to that effect (Van Weele 2004). Research suggests that because of the rapid changes in the business environment, purchasing professionals need flexible skills, that is the ability to act entrepreneurially in managing risk, making decisions, planning, using interpersonal communication, applying influence and persuasion, being internally motivated, and being creative in solving business problems (Giunipero, Denslow, and Eltantawy 2005).

Chapter 6 is devoted to an analysis of the selling environment, its current evolution, as well as to the probable impact of this evolution on sales force management. The second part provides an analysis of a sales manager’s command center. It is more normative than the first part. It describes (and prescribes) the various control levers that are available to management, especially, the means to assess the required sales effort levels and sales force organization (Chapter 7), target objective programs (Chapter 8), directional objective programs (Chapter 9), as well as programs designed to maintain and increase salespeople’s competencies (Chapter 10).

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AK Interactive 2013 by AK Interactive


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