151Management of a Sales Force, 12th Edition151Management of.docx

151
Management of a Sales Force, 12th Edition
151
106 PART 2 Organizing, Staffing, and Training a Sales
Force
Team Selling
As noted in Chapter 2, a growing number of firms are using
selling teams to call on the various individuals in the buying
center. A selling team is a group of people representing the
sales department and other functional areas in the firm, such as
finance, production, and research and development (R&D).
Organizational Options for Team Selling
The organizational arrangements for team selling are quite
flexible. Usually the functional specialists and management
levels on the selling team match those from the buying center in
any given purchase-sale transaction. Therefore, the functional
and executive composition of a selling team varies from
company to company, and from one selling situation to another
within a given firm. Companies such as IBM and Compaq,
which sell customized combinations of computer hardware and
software, use teams of salespeople and technical experts who
work closely with the customer's buying team. At IBM, for
example, client executives manage teams, which include
product reps, systems engineers, and consultants.11 On the
Monsanto customer team, IBM included research experts in
molecular technology to help Monsanto with genetic
engineering problems. As a result, IBM won a contract with
Monsanto worth $1 billion.12 At 3M Corporation, cross-
functional teams have been formulated from each of the
company's regions; these teams include people from logistics,
management information systems, and sales.13

In recent years, there has been a trend toward including
representatives from the customer's organization on the team. In
order to serve its important customers, General Electric (GE)
creates large teams that are both cross-functional and cross-
company. It formed a 140-person cross-company team to help
one customer, Southern California Edison, reduce the downtime
on its steam turbine generators, which were purchased from GE.
The team consisted of 60 people from GE and 80 from Southern
California Edison. Medical equipment manufacturer Baxter
International has gone even further by jointly setting targets and
sharing the savings or the extra costs.14 In these cases the two
companies have entered into a partnership, as described in
Chapter 2.
Some companies establish a separate location where sales teams
meet with customer buying teams. At these selling centers, the
selling team presents an integrated program that matches the
account's needs. The agenda for the program is usually
developed in consultation with the buying team. Xerox has six
of these centers, which it calls executive briefing centers, and
management believes that they stimulate openness, which
improves communication and thus the relationship with the
buying team.18
Strategic Considerations
A number of factors must be considered if a company chooses
to adopt a team-selling approach. The size and the functional
diversity of the team must be established. Management must
determine how it will reward the individuals on the team as well
as the team itself. To a large extent, these decisions should be
based on the strategic objectives for the team. For example, if
one of the primary responsibilities of the team will be to
provide

CHAPTER 4 Sales Force Organization 107
a great amount of after-sale support, and if that support will be
provided by people other than the salesperson, it is often
effective to include the support staff as part of a sales team.
This enables the support personnel to develop a better
understanding of the customer's support needs relatively
quickly. Furthermore, with their expertise, support people can
help close the sale.
However, there are some general guidelines that may affect
strategic decisions. On the one hand, it has been found that
individuals tend to exert less effort as team size increases, so
there is some rationale for limiting the size of the team. On the
other hand, there is evidence that greater skill diversity is
related to increased effort and interaction on the part of the
team members. Therefore, it is a good idea to form teams with
individuals who are from several different functional areas or
departments within the firm.
Team selling is not the best alternative in every situation. It is
expensive and consequently is used only when there is potential
for high sales volume and profit. For example, companies may
use teams to call on their major accounts but not on their low-
volume accounts. Even then, team selling is likely to be used
only in complex situations involving a large capital expenditure,
a long-term contract, customized products and services, or a
new account. We call these new-task situations. Routine selling
situations— even for large amounts—are likely to be handled by
a sales rep and a purchasing agent working together, with no
team involved. The in-between situations—modified rebuys, we
call them—may involve a selling team, but with fewer members
than in new-buy situations.
The overriding consideration in the decision to use sales teams
should be whether the approach is consistent with the needs of

the buyer. If your important customers or potential customers
are using buying teams for their complex purchasing decisions,
then your firm should consider using multifunctional sales
teams to call on these customers.
Independent Sales Organizations
Most producers use some type of wholesaling or retailing
intermediaries to get their products to the final customer.
According to the most recent U.S. Census of Retail Trade, less
than 5 percent of the dollar volume of products bought by
household consumers is purchased directly from producers.16 In
business goods, the dollar volume of direct sales—producer to
business user—is very high. But most business-goods producers
also use some type of wholesaling intermediary. Most
producers, then, rely in part on using someone else's sales force
to move the product to market. At the same time, these
intermediaries must be sold on representing a certain producer
and selling the producer's products. In effect, an intermediary's
organization becomes both a customer and a sales force for this
producer.
The two major categories of these independent sales forces are
merchant intermediaries (wholesalers and retailers) and agents.
Additionally, most wholesaling intermediaries (merchant
wholesalers and agents) have outside sales forces—sales forces
that go to the customer. Therefore, the management of these
sales forces is within the scope of this book. However, at this
point, we are interested only in the sales force organizational
relationships between a producer and these intermediary
companies.
CHAPTER 6 Profiling and Recruiting Salespeople I if
characteristics of good and poor sales reps to determine whether
there are certain traits present in the good reps and absent in the

poor ones. The traits of the good sales reps are then used to
develop a job profile of the kind of person the firm is seeking.
Figure 5-5 briefly describes the procedure for making an
analysis of personal histories, along with a simple illustration.
In Figure 5-5, two characteristics—age at time of hiring and
amount of education—are used to illustrate how personal
histories can be studied. Similar analyses may be made for any
other trait believed to influence success in selling in a given
company. The firm could study environmental and experience
factors in much the same manner as age and education. Mental
abilities may be quantified by means of intelligence tests.
General appearance could be measured by giving a person a
rating on neatness and appropriate dress, and test scores can be
used to measure personality traits.
This personal-history information can be analyzed using the
method demonstrated in Figure 5-5 or by using a more
sophisticated statistical technique called discriminant analysis.
This type of analysis identifies characteristics that vary
significantly between the groups. Once these distinguishing
characteristics have been identified for a particular sales force,
they can be used to develop a profile of the successful
salesperson.
On the basis of an analysis of its current sales consultants,
Accenture totally revised its selection criteria. The company
discovered that students with part-time jobs and extracurricular
activities were more likely to succeed than those with higher
grade-point averages.7
Recruiting and Its Importance
After the number and type of salespeople wanted have been
determined, the next major step in selecting a sales force is to
recruit applicants for the position to be filled. Recruiting
includes all activities involved in securing individuals who will
apply for the job. The concept does not include the actual
selection of people by means of interviews, tests, or other hiring
tools. That step is the topic of Chapter 6. A sound selection

program cannot exist without a well-planned and well-operated
system for recruiting applicants. If recruiting is done
haphazardly, a company runs the risk of overlooking good
sources of prospective salespeople. Also, there is a risk of
hiring unsuitable people simply because the firm must select
immediately from the available applicants.
The importance of recruiting grows in relation to increases in
the costs of selecting salespeople and maintaining them in the
field. Certainly, the direct costs of recruiting—costs such as
maintaining recruiting teams and placing recruiting
advertisements—are increasing. But more important than the
direct cost of recruiting is the effect that recruiting may have on
the total costs of selection and training. It may be desirable to
increase the cost of the recruiting activity if it results in finding
better-quality applicants.
The costs of having an open sales territory are also great. If a
firm must do a significant amount of recruiting, it should be
done continuously. Even when no immediate need for new
salespeople exists, the firm should develop a list of potential
recruits. Then when an opening does occur, the time and costs
of fining that territory will be relatively low. Sales managers
should be
Management of a Sales Force, 12th Edition 147
PART 2 Organizing, Staffing, and Training a Sales Force
proactive in their recruiting efforts. They should anticipate
openings, look constantly for potential recruits, and keep a file
on those who might be able to • fill a future need. As Brian Ely,
an Aflac sales executive, stated, "It's important to always have a
list of top sales talent at the ready so that when positions open
up, there are candidates who could potentially fill the job
quickly."8
Need for Many Recruits

A philosophy to follow in recruiting is to get enough qualified
applicants to maximize the chances of finding the right person
for a job. The shortage of qualified sales representatives makes
it imperative for a business to screen several people for each
opening. The following is a useful rule of thumb to determine
the number of recruits needed to select one salesperson:
© A recruiting effort may reach 20 people who are interested
in the job.
· A review of application blanks will eliminate 10.
· The initial interview will eliminate another 6 or 7.
· The 3 or 4 finalists are screened further by interviews, tests,
and other selection tools.
· One person is finally hired.
Finding an adequate number of recruits may not be as easy as it
sounds. Today's recruits want a lot more than just a high salary.
In fact (we can see in Figure 5-7), candidates for sales positions
place a higher value on things other than salary. If companies
want to succeed in recruiting salespeople in tight labor markets,
then they must offer the advantages that recruits want.9
Finding and Maintaining Good Recruiting Sources
Most firms actively recruit sales reps from many sources. To
determine the best sources, a recruiter should first find out
where the company's best salespeople came from in the past.
This assumes that there has been no substantial change in the
job description or job qualifications. The evaluation of current
sources will be discussed at the end of this chapter.
If the company is recruiting for the first time, or if its current
sources are inadequate, then the job description and hiring
specifications provide a useful starting point. These documents
reveal factors that affect the recruiter's choice of sources. For
example, the educational qualifications for the job may indicate
whether colleges are a good source for recruits. If industry
knowledge is a requirement, the recruiter may consider
employees from other departments within the company.
Once satisfactory sources are located, management should

maintain a continuing relationship with them, even when the
firm is not hiring. Firms that want college graduates should
keep in touch with professors who have furnished assistance in
the past. Customers who have supplied leads to good people
should be reminded periodically of the company's gratitude and
be encouraged to suggest more prospects.
140
Management of a Sales Force, 12th Edition " 49
CHAPTER 5 Profiling and Recruiting Salespeople
141
148 BBA3221
Sources for Recruiting Sales Representatives
Some frequently used recruiting sources or leads to sources, as
shown in Figure 5-6, are
148 BBA3221
s
Referrals. Current employees.
Other companies (competitors, customers, noncompetitors).
· The Internet.
· Educational institutions. Advertisements.
« Employment agencies.
· Part-time workers.
Referrals
A referral is a recommendation by one individual that another
be hired for a position. Referrals can come from a variety of
sources, your own employees or from someone at another
company. Because they are the preferred source of sales
recruits, we will discuss them separately.
Many managers prefer referrals as a source of recruiting
salespeople because of the advantages they offer. Most referrals

come from someone who works for the company. They know the
job requirements and the recruit. Chances are pretty good that
the recommended candidate will have the necessary skills as
well as fit within the company culture. The current
148 BBA3221
FIGURE 5-6
Sources of sales force recruits
Current
Referrals
Other companies: Competitors
company employees
Customers Others

i
I
/

f
/
Employment
Recruiting

Part-time
agencies
Sources
workers
V
/
i

/
<
>

The Internet
Educational institutions
Advertisements
148 BBA3221
(
An-Ethical Dilemma
Qualified salespeople are hard to find, especially they lose the
benefit of the reps' sales productiv-experienced salespeople who
are familiar with a ity. The recruiting companies believe that
taking recruiter's industry. One way to get such people is
salespeople from competitors is no different from to
aggressively recruit them from a competitor's taking

customers—that's called competition, sales force.
Not
only do
tiaeao reps
know the busi- _ ^.
r
- , .
ness,
but th
ey also might bring along
some of
Question:
Is it ethical for a sales manager to their customers. However,
competitors object directly approach a competitor's sales rep
with a strongly to "pirating," as they call it. They have job
offer? spent much mo
ney training these reps, and now
142 y
PART
2 Organizing, Staffing, and Training a Sales Force
)salespeople, for example, are an excellent source of leads to
new recruits. They clearly know the job and the company, and
they often meet reps and employees from other companies. Both
Microsoft and Dr Pepper/Seven Up, Inc., rely to a great extent
on employee referrals as a recruiting source. Dr Pepper/Seven
Up makes 40 percent of its new hires from referrals.10
The big disadvantage of using referrals is that you may not get
enough of them. Southwest Airlines has found a good way to
combat this problem. Southwest offers many different
incentives to encourage its employees to make referrals, such as
flight coupons and drawings for computers. At Microsoft and Dr
Pepper/Seven Up employees receive a monetary reward if a
person referred is hired and meets initial performance goals.
Additionally, managers at Microsoft believe that its strong
corporate culture stimulates employee referrals.11 Again, it
should be noted that referrals often come from another

recruiting source.
Current Employees
Some companies recruit their sales force from workers in their
production plants or offices. Management has been able to
observe these people and evaluate their potential as sales reps.
These workers are acquainted with the product and also have
been indoctrinated in company policies and programs. Their
values fit with the company culture. Many companies like to
recruit within their own organizations because these candidates
are the least costly to recruit and train. Hiring salespeople from
within the company also can be a great morale booster, because
most plant and office workers consider transfer to the sales
department to be a promotion. General Motors (GM) believes
strongly in recruiting from within the company. In fact, at
General Motors University, GM conducts cross-functional
training for many different positions. After they "graduate,"
employees can attain positions in new departments, including
sales.12
Other Companies: Competitors, Customers, Noncompetitors
A competitor's sales force is a major recruiting source for
salespeople. However, there are different views about recruiting
competitors' salespeople. On the one hand, they know the
product and the market very well. They are also experi-
6 BBA3221
CHAPTER 5 Profiling and Recruiting Salespeople
151
enced sellers and therefore require little training. On the other

hand, it may be harder for these people to unlearn old practices
and make the adjustment to a new environment. Also, for some
managers, recruiting from a competitor's sales force may
present an ethical dilemma (see the box on page 142).
A firm may seek leads to prospects from its customers.
Purchasing agents are often good sources of names. They have
some knowledge of the abilities of the sales reps who call on
them. Customers' employees themselves may be a source of
salespeople Often, retail clerks make good salespeople for
wholesalers and manufacturers. These clerks know the product.
They also know something of the behavior of the retailers—the
market to which the hiring firm sells.
Sales reps working for noncompeting companies are another
source, particularly if they (1) are selling products related to
those sold by the recruiting firm or (2) are selling to the same
market. A salesperson working for a supplier of the recruiting
firm, for example, is a potential source of recruits. Presumably,
recruits from this source have some sales ability and need
relatively little training.
Recruiting from other firms raises some questions. Hiring the
good employees of a customer obviously has drawbacks. The
task must be handled very diplomatically to avoid losing the
customer.
A firm that hires from the outside should determine (1) why the
applicants are interested in changing jobs and (2) why they want
to work for the hiring company. Applicants may figure that the
quickest way to success is to move from one company to
another. Some people find that a new job is not what they
expected, however. A recruiting source many companies may
overlook is former employees. It is interesting to note that many
firms have established Internet "alumni" networks to maintain
connections with those who have left. As Agilent Technologies'
director of global talent states, "We want to be able to welcome
back folks who have left and expanded their skills."13
The Internet Web-Page Recruiting

Many companies are using their own Web sites to solicit
applicants for sales positions. Microsoft's Web site receives
over 500 resumes per week. Eli Lilly is another firm that uses
its Web site to recruit candidates. Johnson & Johnson
distributes a CD-ROM at job fairs that links directly to the
company's career Web site, where candidates can learn about
job openings and submit their resumes.14 The most positive
aspect of Web-based recruiting is that the cost of obtaining
these resumes is very small. Also, voluntary applicants usually
know something about the firm and have shown some initiative
by submitting their resumes. However, the company does bear a
significant cost in that it must establish a process for sorting
through the large numbers of applicants to find those who
qualify for the position.
Internet Recruiting Sites
Many companies are using Internet recruiting sites to fill sales
positions. The largest such site is Monster.com, a nonprofit
recruitment and human resources database that posts job listings
from companies such as Sprint, Sony, and Wells Fargo, to name
just a few. More than 1,600 postings are for sales or marketing
positions. Monster.com also contains up to 24,000
Your task is to develop a case study about some aspect of
organizational life, this might be a problem or some change
issue. You should probably focus on an issue or a problem or
something about change in the organization, but you can focus
more broadly than that.
NOTE: Do NOT include any proprietary or confidential
information or names of people or the organization if it could be
harmful to you, others or the organization. Do let me know if it
is a fictitious organization or a Real organization with the
names changed to protect the organization.

It is very important that you follow the format very carefully. I
will take points off for failing to follow the directions. Do each
section separately and turn it in separately.
The parts are:
Part 1A: Describe the Organization (5%)
Around a page in length, certainly not much more.
Part 1B: Describe the Situation you will analyze in the case
study (5%)
Around a page in length, certainly not much more.
Part 2: Situational Analysis (30%)
Use the Matrix, and then write a half a page to a page on each
of the 2 to 4 areas you will focus on.
Part 3: Recommendation (10%)
A one or two pages at most.
NOTE: all page descriptions are approximate and are 12 pt font
double spaced
Part 1A: Describe the Organization (5%)
Briefly describe the organization. NOTE: here is where you
state if it is real or fictitious. This description is likely to be 1
to 2 pages in length. You should also include an organizational
chart.
Format for Part 1A:

ORGANIZATIONAL NAME: You can change the name to
protect confidentiality
REAL OR FICTITIOUS: Just let me know if it is a real
organization of one that you have made up.
DESCRIPTION: A paragraph or two or three
ORG CHART: If one is not available, create it.
ADDITIONAL NOTES (optional):
Part 1B: Describe the Situation you will analyze in the case
study (5%)
Describe the issue or situation that you wish to deal with in the
case study.
You can and should bring relevant information in from Part 1A
if it helps you to be clear. Do NOT make me go back and forth
hunting for something. The online submissions do not make
that easy.
You should pretend that you either work for me, or that I have
hired you as a consultant on this issue.
After describing the issue, try to indicate what you think the
initial or perceived problem is and if you know it, the real
problem or the root cause.
Also briefly say what your initial approach might look like.
NOTE: all of this is in one document that you upload per the
instructions.

Format for Part 1B:
ISSUE OR SITUATION: you can do this in 1 to 3 pages
PERCEIVED PROBLEM: describe what you think the problem
or issue is. This might be what the organizational members
think the problem or issue is. You might change your mind
later. This should be brief, no longer than 1 page, maybe only a
short paragraph or a few bullets.
REAL PROBLEM: (optional) if you think you know what the
real problem is state it here, no longer than 1 page, maybe only
a short paragraph or a few bullets.
INITIAL APPROACH: describe how you think you might
proceed and why. This will be brief, 1, maybe 2 pages.
NOTE: all of this is in one document that you upload per the
instructions.
Part 2: Situational Analysis (20%)
Here is where you analyze the situation. You are not making
recommendations yet. You are trying to delve deeper into the
problem.
You might try to do a matrix analysis first to identify some
focal areas. A matrix analysis It is in both excel and word
format. You simply need to fill in the cells. Entries into a cell
might be a sentence or two, or they might be as long as a
paragraph or two. After doing the matrix analysis, pull 2 or 3
main issues out and describe them in more detail.
The matrix has four columns. The four columns correspond to
the four frames from Bolman & Deal
The matrix has as many rows as you would like. The rows

correspond to issues. Come up with 3 to 6 issues.
Then you fill in some of the cells, but certainly not all of them.
You write something in to a cell anytime that you feel there
might be an important interaction. Here is an example.
Issues
Structural Frame
Cultural Frame
Political Frame
Human Resource Frame
Morale
Morale seems low, people are discouraged
There seems to be a lack of alignment between what people
need and what the organization needs
Resources
There don’t seem to be enough resources to go around. People
are often fighting over what they need to do their job.
Strategic Direction
There is NOT a written strategic direction
People seem confused about what they are to do
People don’t know how their job fits into where the company is
going.

You then use the more significant cells to elaborate on in your
analysis.
You should only do a more detailed analysis on 2 to 4 of the
cells. Each of these more detailed analysis should be one half
to one page in length. Go into details, tear it apart.
Format for Part 2:
MATRIX: use the template. Paste it into your detailed
analysis.
Issues
Structural Frame
Cultural Frame
Political Frame
Human Resource Frame

DETAILED ANALYIS: do this in word and then save as a PDF
if you want.
Part 3: Recommendation (10%)
Describe what you think should be done, why, the end results,
and a brief description of first steps and your plan.
Format for Part 3:
WHAT SHOULD BE DONE: 1-2 pages
WHY: 1-2 pages

END RESULTS: less than a page:
FIRST STEPS & THE PLAN: less than a page, in outline form
NOTE: I do not care about numbers and roman numerals in the
outline; I would consider how I have described this assignment
for you an outline form.
NOTE: all of Part 3 is in one document that you upload per the
instructions.
FINAL THOUGHTS
Remember to work hard, have fun and be brilliant.
NOW PLAYING:
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Effective Team Selling
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Home > The ten rules of effective team selling, By Allan Boress
The ten rules of effective team selling, By Allan Boress

by AccountingWeb on Sep 30 2007 printer friendly
1
As a sales and marketing consultant, I strongly recommend
"team selling." It is a very
powerful tool - when orchestrated correctly. Unfortunately,
more often than not, team
selling can backfire and cause sales to be lost, rather than won.
The Advantages of Team Selling
There are several vital advantages of working as a team when
attempting to bring in a
new customer or client or to sell additional business to a
customer:
•
Psychological Support
Don't laugh - this is the most important benefit of going in as a
team.
It's a lot easier to approach the selling situation in
tandem, rather than alone.
It eases the fears of the unknown and of rejection.
There is less chance of feeling overwhelmed or
double teamed in the sales interview.
Working as a team also allows one to share and
compound the joy of victory with a comrade in arms,
and ease the defeat by shouldering it with someone
else.

•
"Two Heads Are..."
Having two people on a sales call increases the
chances of asking the important questions that need
to be asked to draw the prospective customer's
needs out.
•
Powerful Learning Opportunity
Team selling allows the members to re hash the
sales interview afterwards and discover what
worked and didn't work for future reference.
•
Introduces the Players
Bringing with the key people who would interact with the future
client can be a powerful
sales tool. If the customer likes the people she will be working
with, a good portion of the
sale is already made.
•
Available Expertise
By having the right team members on the sales call, questions
raised by the prospective
client can be answered intelligently by experts.
The Dangers of Team Selling

There are several hazards of team selling that one must be
aware of to avoid losing
business that often overshadow the advantages and result in lost
sales and bad
impressions.
•
Confusion and Loss of Credibility
How do you think prospective customers feel when they see the
people selling them step
over each other's sentences?
Ever have someone contradict you in front of a customer or
client?
Salespeople and professionals must be perceived as effective
and organized. A confusing
sales call always leads to lost business opportunities.
•
Overwhelm
Pretend you're the buyer. How would you feel if a company
showed up with 19 people on
a sales call?
Don't laugh; it's a true story.
Very often companies think the more, the merrier, applies to
selling.
Wrong! Don't do anything to create fear or overwhelm on the
buyers' side of the table.

The Rules of Team Selling:
In order to work effectively and create the desired result,
certain guidelines of team selling
need to be followed:
Rule #1: Select Team Members Carefully: Make sure there is a
good chemistry
amongst those going on the sales call. Don't bring with people
who don't like each other.
This lack of chemistry is unspoken and is always perceived by
the prospective customer.
Rule #2: There must be an "Orchestrator": Someone should be
the lead person on the
interview. This person maintains order and controls the
meeting, asks the majority of the
questions and directs the customer's inquiries to the proper
person for the best possible
answers.
Rule #3: Stage a "Pre Briefing": There always must be a pre-
meeting briefing to discuss
the agenda for the meeting and develop the correct plan of
action.
Rule #4: Hold a "De Briefing": Discuss what worked and didn't
work, as well as the
appropriate follow up by selected team members.
Rule #5: Prepare Questions: Every team member should prepare
three questions that

are brought to the pre-briefing. At that time the most vital
questions can be sorted into the
agenda.
Rule #6: Keep It To A Minimum: Only bring with those players
who are absolutely
necessary. Remember "Malthus' Rule of Team Selling: As one
increases the number of
people on a sales call arithmetically, the potentiality for
problems increases geometrically!"
Rule #7: Answer Questions Succinctly: All too often sales
interviews involving teams
turn into "educational seminars" that not only can bore the
prospective customers silly, but
fail to allow enough time to get important concerns of yours
answered by them.
Rule #8: Be Flexible As To Your Agenda: You may think the
meeting should go one
way, but the customer has another agenda in mind. Be adaptable
enough to allow them to
get their needs met and they will feel better about you as a
provider of services.
Rule #9: Team Members Must Be On The Same Wavelength:
Make sure everyone
involved knows not to contradict other team members, or to step
on their sentences.
There must also be enough "space" for the client to air their
concerns. Everyone must
share the same goals going into the meeting.
Rule #10: Sell Something! Be committed to selling some piece
of business every time
you go out as a team, even if it is a sample order or a small

study about a potential
problem. Make your investment of time and effort pay off by
getting your foot in the door
for more business somehow.
Allan Boress, CPA, CFE is the published author of 11 books on
marketing and selling
professional services, including a best-seller, The “I-Hate-
Selling” Book now in its seventh
printing and published in 7 languages. He has twice been named
one of the Top 100
People in the Accounting Profession. He has trained over
200,000 people in the art of
selling and personal marketing worldwide. Visit
www.allanboress.com [4] for all sorts of
articles and ideas. E-mail [email protected] [5]
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01-07.mp3
[2] http://www.accountingweb.com/audio.html
[3] http://www.accountingweb.com/pastnews/earful.html
[4] http://www.allanboress.com
[5] mailto:[email protected]

151Management of a Sales Force, 12th Edition151Management of.docx

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