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The purpose of this paper is to investigate the critical aspects that affect the underlying customer relationship, and sales management processes. Notably, this paper will show how modern sales officers may use technology to make their work easier. In addition, it will investigate ways businesses can organize their sales teams to ensure they are effective. Moreover, the paper will check on the customer satisfaction levels. Noteworthy, the paper will evaluate the role of planning in enabling for an effective and efficient sales team. Importantly, it will show how sales officers may combine technology and skills gained through practice to gain sales advantage over those using contemporary methods. In brief, the paper will purpose at analyzing how sales officers may be able to focus their sales efforts to effectively reach out to the customer needs and desires. Further, the paper will show sales ways of analyzing the impact of their sales efforts in winning new customers. Finally, the paper will make a discussion on various sales strategies that sales officers may adopt.
Keywords: Sales, customer relationship, sales management
Table of Contents
Abstract 2
Introduction. 4
The Personal Selling Process. 4
Sales Force Organization and Operations. 5
Strategic Planning. 7
Sales Analysis. 8
Discussion. 9
Annotated Bibliography. 12
References. 17
Customer Relationship and Sales Management


            Notably, having perfect understanding in customer relationship management by sales executive is very beneficial in effective sales force management. Basically, these tactics enables a sales man to venture into new markets. Additionally, they enable them to have a critical mind when setting up their sales strategies.

The Personal Selling Process

The success or failure of a business solely lies in its ability to acquire new customers while retaining their existing ones. Basically, personal selling entails a two-way communication flow between a seller and a potential buyer. Generally, this is often characterized by a face-to-face interaction that aims at influencing the buyer’s purchase decision in favor of the seller (Lyle, 2011). However, advances in telecommunications have seen gains where face-to-face personal selling has been substantially reduced through telephone, video conferencing, and interactive computer linkages. In essence, this process constitutes a number of independent actions as follows:

  • Prospecting – A potential client is identified by the salesforce team. This may have arisen through advertisements, referral, or the conventional one-on-one selling.
  • Pre-Approach – The salesperson is now tasked with the responsibility of gathering relevant information about the prospective client.
  • Approach –Armed with the client’s information, the salesperson strives to gain attention from the prospective client. It is important to make a great first impression as this is very crucial. Having a common acquaintance referral can also score heavily.
  • Presentation – This is the only opportunity that the salesperson has, and it is aimed at creating a desire for the product or service by the prospective buyer.
  • Close – This is where a purchase commitment is offered
  • Follow-up – For a salesperson, the flow will continue well beyond the close. This is of great importance as it aims at guaranteeing customer satisfaction.

Further, personal selling entails relationship selling. Basically, this is the building up of a robust customer relationship based on a salesperson attention and commitment to customer’s needs over time (Moore, 2015). In addition, partnership selling is a key phenomenon in personal selling. Notably, it involves a collaboration between the buyer and the seller in terms of their resources and experience to customize their solutions. In addition, it presupposes committing to joint planning and sharing customer, competitive, and company information for their mutual benefit and ultimately for the customer benefit (Rosen, 2012). Consequently, personal selling is concerned with acquiring new business opportunities by identifying potential markets and customers. In a nutshell, high levels of creativity and customer empathy are required for selling complex or technical products using a mixture of various selling strategies. As a result, a great deal of product knowledge and an in-depth sales training is crucial. Contrary to order getters, the order takers mostly perform order processing functions of existing clients and more often require significant clerical training.

Sales Force Organization and Operations

Ideally, this is the process of planning the selling program, implementing, and controlling the personal selling effort of the firm. In order to achieve this, keen and deliberate measures have to be taken. First and foremost, there is the sales plan formulation. Basically, this is where the business objectives must are clearly outlined to make sure that all members of the salesforce know the goal they are working to achieve (Tracy, 2015). Secondly, there is the sale plan implementation. Notably, at this stage sales force is organized through recruiting, selecting and training processes. Generally, a major element of the sales management is making sure that the sales force is well-motivated and adequately compensated (Jamail, 2014). Evidently, it is a major tragedy to any business entity to have a demoralized sales force. Finally, it is paramount to evaluate the performance of individual salespeople. As opposed to a collective evaluation, this goes a long way in determining and providing important statistics on where the emphasis is in terms of resource allocation, time, and, perhaps, training if needed. Noteworthy, this phase is known as the evaluation and control of the salesforce.
Basically, it is at the sales management where the fundamental principles of sales occur. Importantly, this is the process where the salesforce comes up with a customer value proposition. Generally, this begins with the identification of customer problems, coming up with solutions to them as well as spurring creative ideas on the sales team. In particular, it is impossible to provide a solution where no problem exists. Consequently, the business is always charged with the duty the product needs of the buyers (Kumar & Reinartz, 2012). Notably, having achieved this, the salesforce team has to be smart enough and ease the customer buying process. Essentially, no buyer wants to follow a complicated purchase process while spending their money. Moreover, if the salesforce lacks a simple and convenient selling process, it may lose its clients to competitors who may have a simpler method (Jordan, & Vazzana, 2011). Finally, the sales team has to make sure that adequate follow-up is made for every purchase. Basically, this helps in cultivating customer trust and is rewarding in both long-term business relationship and in the acquisition of new customer referrals.
Notably, salesforce can be organized into three broad categories. Firstly, it can be classified from the customer perspective (Weinberg & Blount, 2015). Generally, this is where an organization subdivides its salesforce team according to the customers whom they are servicing. For example, an adhesive making company may have one team assigned to the automotive industry, a second one to the agricultural sector, and a third one to the government. Although they may all be performing the same function, unique procedures may be required for specific industries which may lead to specialization and increased industry knowledge by the team.
In addition, the salesforce may be grouped according to their products. Further still, for the adhesive manufacturing companies, a salesforce may be assigned according to the industries sub-specialities (Buttle & Maklan, 2015). Accordingly, this may be categorized as the adhesive used in the food industry while another may be attached to the adhesive used for building and construction purposes. Finally, the salesforce may be categorized according to its geographical location. Different sales force teams could be assigned to cover various parts of a region with a blanket mandate but not over a single product or customer.

Strategic Planning

Importantly, being successful in selling a company’s products or services does not simply involve the contemporary selling ideology and approach. Rather, it is a well thought out, carefully calculated, and perfectly executed chain of the small process merging up together for a common goal (Buttle & Maklan, 2015). In such a way, a salesforce which fails to plan ideally sooner will be unsuccessful. For example, most salesforce teams use the sales phenomena known as major account management. Essentially, this may be viewed as a variation of customer organizational structure since it focuses on identifying key customers of a business and using team selling to focus on them. Basically, it creates long-term and mutually beneficial relationships for the both of them (Buttle & Maklan, 2015). Similarly, it is known as the Key Account Management, and it works by assigning the company personnel to a particular customer, thereby resulting in ‘a customer specialists who provide exceptional customer service.
Further, strategy development is viewed from the two basic perceptions of an organization: the business and the customer (Holmes, Levinson, & Gerber, 2012). Firstly, it is important to determine the business strategies since this figures how the customers will over time evolve and align with the business. Noteworthy, the reviews and clear highlighting of the company’s vision are the first steps in the business strategy, especially as pertaining to the customer relationship management (CRM) (Moore, 2012).  Correspondingly, the next review after the review of the company’s goals and vision is the analysis of the business industry and competitive environment.
Notably, the traditional analysis should be replaced by more modern approaches (Buttle & Maklan, 2015). Secondly, a customer strategy is tasked with the role of examining existing and potential customer base. Interestingly, this strategy lies squarely in the domain of the sales department. Noteworthy, the former is a role of the chief executive officer and the management. Generally, it is at this level that the salesforce through the sales department examine existing segmentations and explore the probability of further subdivisions or mergers to increase efficiency (Kumar, 2012). Nevertheless, it is important for salesforce to shift from mass markets to individualized one-to-one marketing environment. In addition, the existing e-commerce opportunities and the internet at large can aid in the realization of this deeper segmentation (Buttle & Maklan, 2015).

Sales Analysis

Basically, the salesforce assessment refers to the process of determining whether the laid down sales objectives have been met or not. In addition, it seeks to scrutinize whether the account management policies were followed (Holmes, Levinson, & Gerber, 2007). Hence, a sales analysis report is an important tool in that it shows the trends in a company’s sales volume over time, whether they are increasing or decreasing. Accordingly, it follows that this report can be used to determine the best course of action at a particular point (Schwartz, 2012). For example, the report may be used to deduce a need to identify market opportunities and areas where production may be increased. Consequently, the report may indicate customer trends such as increased demand for the product during a certain period. In light of this, it may aid the business in preparing well in advance of the boom period. Often, these analytical tools that enable effective use of the data warehouse can be found in general data-mining packages and in specific software application packages.


From the foregoing, it is clear that in order for a successful and effective control and management over the sales force, the sales executives in businesses must demonstrate excellent command over the customer relationship management. For example, if a sales manager embarks on traditional forecast methods, he/she would be bound to fail as the sales and market dynamics at the present have re-aligned the sales landscape. Moreover, in the face of cut-throat competition, increased customer product awareness, and value consciousness, it is absolutely imperative that sales heads remain on top of their sales forces by effectively deploying the analytical tools and taking a lead using the CRM (Treace, 2011).  Consequently, increased knowledge of the customer relation management practices could potentially save organizations from making unnecessary losses, and help them avoid wastages (Moore, 2012). Essentially, this is achieved through correct and accurate analysis of the sales reports. Nonetheless, for the salesforce, the job does not end at the interpretation stage. Most importantly, there should be action, and the reports should not be left to gather dust on the sales department shelves.
Notably, in terms of sales force performance, it was noted that the sales management individual’s assessment of sales person provides a key indicator of the level of motivation within the sales team (Lyle, 2011). Moreover, it ensures crucial data on what products are fast moving, which customers are not satisfied, and which locale is not responding well to a certain commodity (Tracy, 2015). Importantly, these observations have the potential to determine the success of a business hence the need to be well versed and keen to the reports and analysis.
In addition, time is one of the key resources in a business, and the need to put in more effort into rewarding ventures is invaluable. For example, if product A consistently returns negative or there are declining market trends, the salesforce may embark on a case study to find out the reason for this behavior (Rose, 2015). Accordingly, if the study identifies a natural phenomenon or a government directive is responsible for this trend, it would save the organization a lot of valuable time and money to shut down the operations in this particular product, as these factors may be beyond a business’ control (Rygielskia, Wangb, & Yena, 2015). On the same note, if the study identifies a certain customer preference, it would be in the business’ interest to tune its product to their customers’ liking.
Additionally, with the increase in uptake of technology to replace the traditional sales approaches, there is absolutely great need to have the sales executives have the perfect know-how of the customer relationship management practices.  For example, a single sales person performing door to door selling of products may be overwhelmed by meeting people ‘blindly’ and would definitely not reach as many people as desired (Lyle, 2011). However, a sales personnel who utilizes technology will be safely tucked in the office, with their CRM software having generated potential client leads and, as such, prioritizes to contact individuals who show interest in their product (Zoltners,  Sinha, & Lorimer, 2015). In brief, the CRM helps in identifying individuals who require the company’s products, while at the same time giving the sales team ample time to focus on other business matters.
In summary, all these positive gains are only realized by an effective sales force behind it. Importantly, it is not enough to be knowledgeable in a single segment of CRM, such as strategic planning or sales analysis. Ideally, having a grasp of the whole process right from personal selling, through customer value creation, having the knowledge of salesforce organization and operations, strategic planning, and sales analysis goes a long way in ensuring a smooth and effective running of the sales department. Further, it is important for sales executives to remain in constant touch with the emerging trends in the market since a slight delay may potentially lead to loss of customers to competitors or to inaccurate interpretation resulting in bogus corrective measures. With the dynamism being experienced in the technology and in sales and marketing fields, the sales executives in the near future will find themselves having to grapple with the customer relationship management as a basic starter kit for the effective performance of their duties.

Annotated Bibliography

Zoltners, A. A., Sinha, P., &  Lorimer, S. E. (2015). Building a winning sales management team: The force behind the sales force. New York, NY: Pearson.
“Building a Winning Sales Management Team” shows in detail exactly how companies can improve FLM performance. The authors reveal eight key drivers for defining; creating, and enabling a successful first-line sales management team and show how FLMs are critical facilitators of change. The book also includes a self-assessment tool to help organizations determine the right priorities to start improving sales management team performance. Notably, this book gives a sales man important insight into the happening of a business. Importantly, it shows a sales man on how to plan, organize and coordinate sales activities in order to maximize returns. In addition, this book is well organized using simplified topics. Consequently, it gives the reader a detailed, yet a simplified approach to knowledge on sales and customer relationship. Furthermore, it uses examples to give real-life scenarios of the various issues that it discusses. Basically, this book is a useful guide for individuals who are planning to become sales managers.
Tracy, B. (2015). Sales management. Washington, DC: AMACOM.
The author illustrates the process of recruiting sales champions and starting them on the right foot. Further, it explains on how to establish clear objectives while motivating people with the right incentives. Additionally, it highlights the need for a cohesive salesforce in sales solutions formulations. Notably, the book points out on the recruitment process as a critical part in any business. Evidently, this is the point where the business is able to determine the kind of employees it would wish to work with. Consequently, the ability to select the most appropriate candidate is critical for the success of the business. In addition, formulating of the right culture is necessary since it forms the attitude of the employees. Notably, a bad culture inevitably leads to bad business ethics. On the contrary, a good business culture leads to better performance of the workers. Accordingly, this book gives insightful knowledge on how to recruit, train, maintain, and manage skillful sales workers.
Buttle, F., & Maklan, S. (2015). Customer relationship management: Concepts and technologies (3rd Ed.). London, UK: Routledge.
Basically, this book discusses the history and functionality of customer relationship management. It defines customer relationship management from four major perspectives namely, strategic, operational, collaborative, and analytical. It explains how each approach uses CRM to complement business functions and orientations. Francis Buttle also refers to the aforementioned perspectives of CRM to clarify the common misunderstandings that CRM is solely a technology, database marketing, or marketing process as opposed to a business strategy. Noteworthy, besides giving elaborate discussions of the four main perspectives of customer management, the book critically examines each item in detail. In addition, the writer is able to relate the four perspectives of customer relationship by giving critical arguments for each of them. Insightfully, this enables a reader to understand the message that this book purposes to send to the reader. Moreover, Francis is able to demonstrate the importance and relevance of technology to the CRM. In general, this is important since there has been a rapid adoption of technology in business studies.
Holmes, C., Levinson, J. C., & Gerber, M. (2012). The ultimate sales machine: Turbocharge your business with relentless focus on 12 key strategies. New York, NY: Pearson.
Chet Holmes helps with giving strategies on how to kill business competition and maximize profitability. Basically, he advices sales officers to focus on their sales activities and ensure they are the best in it. In essence, this book warns against been knowledgeable of all activities but lacking expertise in any core activity. Moreover, this book gives practical skills on how sales officers may become experts in their activities. Basically, the book advises them to continuously learn one skill per week. In effect, the strategies taught by Chet are simple and applicable by individuals with varying skill levels. Notably, Chet Holmes uses a pragmatic approach on how sales officers may be able to overcome various challenges when facing competition. Additionally, the advices she offers are simple to apply yet effective. In addition, the use of examples in this book demonstrates her in-depth experience and understanding of the essentials skills needed in sales. In light of this, this book is appropriate for all individuals planning to be sales officers.
Rygielskia, C., Wangb, J. C., & Yena, D. C. (2015). Data mining techniques for customer relationship management. Technology in Society, 24(4), 483–502.
Notably, this article describes how technologies such as data mining, data warehousing, and campaign management software have expanded the scope of customer relationship management and made it another area in which companies can gain competitive advantage. The article discusses the role that these technological developments have played in the evolution from mass marketing to relationship marketing. Importantly, this article acknowledges the use of modern technology and analytical skills in formulating modern sales tactic. In essence, this article gives insightful knowledge to ordinary people on how to use technology to have a competitive edge when formulating sales strategies. In addition, this article encourages users to adopt the use of this technology in their day to day operations. In light of this, the article is important for sales officers, managers and the IT team of businesses. Basically, the ideas that the article points out need to be combined with various skills present in a business. Consequently, companies should adopt the technologies suggested in this book at all business levels.
Gatehouse, D. (2014). The perfect salesforce. New York NY: Pearson.
The key issues raised in this book are the need to hire for talent and not skill or even experience. Moreover, the need for measuring results is emphasized instead of micromanaging. In brief, this book challenges the ordinary kind of thinking on the supremacy of experience and skills over talent in the hiring processes. Noteworthy, the writer posits that talented individuals can quickly learn new processes and become more skilled than the already experienced employees. In addition, the writer suggests that talented individuals may enjoy their work more. In effect, they may be able to attract more customers and lead to more profits for the business. Basically, the arguments that the book gives can be challenged using various arguments. Nonetheless, the book points out insightful facts that a recruiting officer should consider when hiring new employees. Accordingly, this book is appropriate for human resource officers. Nevertheless, it can also act as a guide for students when they are choosing their careers.
Moore, M. (2012). Taking charge of distribution sales. New York, NY: Pearson.
Moore dwells on how the process of sales distribution impacts on businesses and how an effective system guarantees good returns. Moreover, he explains how being in charge is not enough but must be seen to be in charge. Finally, it seeks to tie the need for a cordial working relationship among the sales team. In brief, the author points out important aspects that a sales officer should consider. Basically, the author strays away from the common belief that a sales manager should concentrate on formulating a strong sales team. On the contrary, he argues that the most important element of sales is ensuring that the sales efforts reach to the intended audience. Evidently, this is only possible by evaluating the effects of sales on reaching the customers through the distribution channel. Noteworthy, points out important facts that all sales managers should consider when deploying their sales officers to market their products.
Jordan, J., & Vazzana, M. (2011). Cracking the sales management code: The secrets to measuring and managing sales performance. New York, NY: McGraw Hill Professional.
This book gets into lengths of explaining the concept unto which sales representatives cannot control customer buying but can only influence it. Particularly, this is the preserve of the sales managers, and, hence, where they spend their time is very important. Notably, this book points out various factors that sales officers should consider when marketing their products. Importantly, this book steps away from the ordinary thinking that customer’s will buy more products by the company aggressively marketing them. In essence, this book encourages managers to do more than publicize their products. Basically, managers may conduct more practical strategies such as rebranding, remodelling their products, or developing new products. In light of this, this book demonstrates the sales effort as the use of combined strategies of marketing the company products, as well as changing the current business operation model.  Importantly, this book can be used by managers and midlevel staff when formulating their individual strategies.
Treace, J. (2011). Nuts and bolts of sales management: How to build a high velocity sales organization. Washington, DC: ZS Associates     
Treace illustrates the fundamentals of a sales organization highlighting the challenges involved. Further, he insists on the establishment of the importance of a good chain of command to remove any ambiguity and role duplications. The need for constant training is emphasized. In addition, he emphasizes the need to make a good first impression. Consequently, Treace advises on the importance of sales representatives taking notes. Importantly, he advocates that the only reason that sales people go to meetings for is to make money. Therefore, every meeting should result in the acquiring of new solid information or skill relevant to put more dollars into their pockets. Moreover, he points out on the need for the presence of a good reward program. To this end, he notes that salesforce morale and motivation is solely based on this. Additionally, he advises the sales managers to make sure to hire the best talent and be very prudent while firing.
Rose, K. (2012). Coaching salespeople into sales champions: A tactical playbook for managers and executives. New York, NY: John Wiley and Sons.
Coaching salespeople into sales champions is an extremely insightful read where Keith explains on the tactics used in creating excellent sales persons. Decision making in the managerial level is key for a cohesive and performing sales team. Staff motivation and reprimand are also emphasized. Further, Rose encourages the transition from being a sales manager to an executive coach. Basically, a coach should focus on strengths and not weaknesses while making things easier. Moreover, it is a coach’s role to help people uncover their true passions. However, Rose notes that coaching should come as a choice and never as an obligation. Importantly, he notes that among the six principles of masterful coaching is making fear an ally and always being present. Notably, his insistence on creating possibilities and not expectations cannot go unnoticed. Finally, he highlights the importance of a sales coach to have the right mindset. For example, a sales coach should not give excuses of either having inherited the defunct sales force or lacking in hiring and firing privileges.
Kumar, V., & Reinartz, W. (2012). Customer relationships management: Concepts, strategy, and tools (2nd Ed.).  New York NY: Springer.
This book is a deeply researched study of CRM systems that is presented from a marketer’s perspective in a logical and well-organized manner. The authors define the main terms, identify the vendors and users of the system and the benefits that they can expect to experience. In addition, the strengths and weaknesses of several CRM models are also explored. Further, the book explains on the need for managing customers in the existing competitive landscape. Largely, this is attributed to determine the customers’ profitability in the long term. Importantly, the authors draws a correlation between the customer satisfactions. In essence, they note that a satisfied customer in returns seeks more service translating to increased business for the organization. Moreover, the trend further shows increased loyalty having similar effect on the business. However, the book emphasizes the need for a business to conduct in-depth analysis on the return of investment on the implemented CRM system. Finally, it should be noted that the implementation of a CRM system is a process of developing a series of small CRM projects and not a one-time event.
Lyle, C. (2011). The accidental sales manager: How to take control and lead your sales team to record profits. Hobken: John Wiley & Sons.
Lyle explains the process of being in charge of a sales force as a manager. The book highlights the challenges and the solutions on how one effectively overcomes these hurdles. For example, chapter one states that a sales manager does not have to make some mistakes as they are predictable. Basically, this book advocates for a hands on manager who is able to influence the behaviour of his /her employees. Lyle states that this method is effective since employees love a firm leader. In addition he states that been firm and harsh does not necessarily mean that the leader is unfair. Rather, it means that the leader wants things to be done in an organized manner. Basically, this book is written for use by all managers and chief executive officers. Importantly, it demonstrates the need of using reasonable force to push and direct employees in the desired direction.
Weinberg, M., & Blount, J. (2015). Sales management. Simplified. The straight truth about getting exceptional results from your sales team. Washington, DC: AMACOM.
Weinberg and Blount get to length on how to get the best out of an organization sales force. Specifically, they highlight the need for the team to be frequently motivated. Training also features prominently for achievement of these results. Notably, this book shows that employees are motivated to do their best due to various reasons. Importantly, the book points out the need for employees to be consistently motivated in order to carry out the desired business objectives. Moreover, the book points the employers need to train their employees regularly trained so that they may be able to focus on the critical aspects of sales. Furthermore, the authors also argue that training is an important motivator for employees. Consequently, by employers training their employees, they equip them with necessary marketing skills, as well as motivate them to improve on their current performance. In brief, this book is effective for human resource officers since it points out critical aspects needed to improve employees’ productivity.
Jamail, N. (2014). The sales leaders playbook: Stop managing, start coaching. New York, NY: Springer.
Basically this book is directed at the sales executives. It reiterates the importance of talent development instead of managing. A good rapport between the sales leader and their team is highly advocated for. Noteworthy, the book points out on the need of manager making their employees independent of the company directives. Importantly, the book encourages managers to equip employees with necessary skills to independently manage their activities through coaching. In essence, the book espouses that coaching empowers employee to develop on their critical minds and consequently form their own independent decisions. On the contrary, managing enslaves and weakens employees thinking and decision making ability. In brief, managers keep telling employees what not to do, and what to do. On the other hand, coaching entails telling employees what they should do, while allowing them to make reasonable mistakes so that they may gradually improve on their skills. In essence, all businesses should try and adopt this strategy.
Schwartz, M. (2012). Fundamentals of sales management: For the newly appointed sales manager. Washington, DC: American Management Association.
The book aims to give a heads-up to those that are new to sales management by offering the do’s and don’ts. It lays foundation and can be followed in the management decision making process efficiently. In essence, this book is an important guide for career progression for sales officers. Noteworthy, it points out clear strategies through which a sales officer may rise from a junior officer to an executive in a company. Importantly, this book acts a guiding document, as well as an inspiring article. Basically, as a guiding document, the book clearly points out traps that sales officers should avoid in order not to put their careers in a vulnerable position. Importantly, the book gives reasonable examples that all officers can apply in their daily activities. In addition, the book can act as an important guiding tool for students who are aiming to have a career in sales and marketing.
Rosen, S. (2012). 52 Sales management tips: The sales managers’ success guide. New York, NY: Pearson.
52 Sales Management Tips is written for sales managers who struggle within a corporate environment that does not always support them or their development needs. It is extremely informative for a sales executive, senior sales leader or a new, experienced or aspiring sales manager. Indeed, it is of value as it is a guide to consult whenever one is experiencing problems, especially when frontline sales managers are facing unprecedented change. In brief, the lessons in this book are applicable in all levels of an individual’s growth in sales and marketing. Accordingly, this book may also be used by junior officers while making sales strategies. Importantly, this book points on the need for personal branding, as well as how to formulate business strategies. In light of this, this book is effective for use by human resource officers since it gives those methods of how to motivate frustrated sales officers. Consequently, all aspiring sales officers should read this book in order to get insight on what is expected of a sales officer.


Buttle, F., & Maklan, S. (2015). Customer relationship management: Concepts and technologies (3rd Ed.). London, UK: Routledge.
Gatehouse, D. (2012). The perfect salesforce. New York, NY: Pearson.
Holmes, C., Levinson, J. C., & Gerber, M. (2012). The ultimate sales machine: Turbocharge your business with relentless focus on 12 key strategies. New York, NY: Pearson.
Jamail, N. (2014). The sales leaders playbook: Stop managing, start coaching. New York, NY: Springer.
Jordan, J., & Vazzana, M. (2011). Cracking the sales management code: The secrets to measuring and managing sales performance. New York, NY: McGraw Hill Professional.
Kumar, V., & Reinartz, W. (2012). Customer relationships management: Concepts, strategy, and tools (2nd Ed.).  New York, NY: Springer.
Lyle, C. (2011). The accidental sales manager: How to take control and lead your sales team to record profits. Hoboken, NJ: John Wiley & Sons.
Moore, G. (2012). Taking charge of distribution sales. New York, NY: Pearson.
Rose, K. (2012). Coaching salespeople into sales champions: A tactical playbook for managers and executives. New York, NY: John Wiley and Sons.
Rosen, S. (2012). 52 Sales management tips: The sales managers’ success guide. New York, NY: Pearson.
Rygielskia, C., Wangb, J. C., & Yena, D. C. (2015). Data mining techniques for customer relationship management. Technology in Society, 24(4), 483–502.
Schwartz, M. (2012). Fundamentals of sales management: For the newly appointed sales manager. Washington, DC: American Management Association.
Tracy, B. (2015). Sales management. Washington, DC: AMACOM.
Treace, J. (2011). Nuts and bolts of sales management: How to build a high velocity sales organization. Washington, DC: ZS Associates.
Weinberg, M., & Blount, J. (2015). Sales management. Simplified. The straight truth about getting exceptional results from your sales team. Washington, DC: AMACOM.
Zoltners, A. A., Sinha, P., &  Lorimer, S. E. (2015). Building a winning sales management team: The force behind the sales force. New York, NY: Pearson.