Bücher veröffentlicht von Wessex, Inc.

Disruption is unique - a work of sales fiction. Set against the recent pandemic, this fictional narrative centers around two main characters at one sales organization. Following the story of first year rep., Grace Devlin, readers reflect on and consider application of concepts pertaining to prospecting, building customer relationships, using sales technology, identifying customer needs, negotiating, overcoming objections, closing, following up, after-sale service, and proactive and reactive account management, as well as many others. Readers also encounter Grace's manager, Connor Botti, and understand his perspective as he makes decisions related to territory management, recruiting, compensation, oversight and empowerment, motivation, sales performance, evaluation, interdepartmental relationships, and effective leadership, among others. Disruption is designed to be used in either sales or sales management courses, giving instructors maximum flexibility.

This book contains essays on data integrity.Data integrity is the most basic element of work in any scientific discipline.Nothing of lasting value in the hard sciences (physics, chemistry, biology,astronomy, et al.) lacks integrity in the data used to support the premises,the logical arguments proposed, and the conclusions drawn. The point ofvalidation is, after all, to ensure that all results obtained and reported aretrue.The original premise of our book was to merge the global standard forpharmaceutical analytical methods for regulatory applications [ICHQ2(R1)] with contemporary thinking on ensuring data quality bythoroughly understanding a method and its intended application (QbD).During a preproduction meeting, an incisive question led to expanding thescope of the original five chapters: "Can this be applied to fields other thanpharmaceuticals?" The answer was: Yes.Three chapters were added to explore the applications of Quality by Designtheory to real world problems that are bound not only by regulations, but bybusiness constraints, professional ethics, time, resources, and technology. Theymay serve as case studies for classes of advanced students.The scientific approach is rigorous, drawing on, and integrating, classical wetand modern instrumental analytical chemistry knowledge. The reasoning isdetailed and well-documented. Examples are carefully explained. Two arebased on historical events. The other is a problem that is not yet fully resolveddespite its importance and significant risks to human health globally.The tone throughout is conversational. It is intended to involve students -and any reader who has a vested interest in data integrity, which includes theglobal scientific communities from academia, industry, and government, andproducers and consumers of quantitative measurements and the goods andservices obtained by their use.The objective is to impart an intuitive understanding of method validation:planning, execution, and documentation,with examples of practices andproblems, and with practical strategies for addressing both.A special feature is the inclusion of "Hints" - brief comments offeringexperience-based advice acquired while developing, validating, reviewing, andauditing analytical methods (and data) in a variety of industriesand countries.

This book examines all aspects of implementing a professionalconsultative sales organization. It can be read cover-to-cover for acomprehensive perspective, or chapter-by-chapter for a more topicalview, based on your needs and interests. It is divided into three Parts:¿ Part A: "The Worlds of Selling and Sales" compares traditionalto consultative selling. While each approach is tasked withgenerating revenue for their company, how they accomplish that,and what other tasks they do, are fundamentally different. PartA provides a context for many of the concepts and skills offeredthroughout the text.¿ Part B: "Consultative Selling and the Buy Process" discusses howa consultative salesperson interfaces with each customer basedon their buy process and how they make the many decisions thatimpact their ultimate purchase. Part B provides a "big picture"view of how consultative salespeople remain focused and managetheir time to provide optimum influence on their customers.¿ Part C: "Consultative Selling Skills" describes many of the mostimportant skills and protocols to establish, build, and benefitfrom consultative partnerships. As such, they are stand-aloneskills that can be used independently ... yet are optimized whenused in conjunction with each other.Video Links: Throughout the text, there are video links with anAxcess Capon code pointing to a video of the specific skill beingdiscussed. Seeing a visual example of a concept or behavior stronglysupplements simply reading about it. Please visit www.wessexlearning.com and click on AXCESS CODES; enter the appropriate code toaccess the video. In the electronic (PDF) version of the text, all codesare hotlinked; just click on the code and it will bring you directly tothe specific video.

Customers Win, Suppliers Win: Lessons from One of IBM's Most Successful Strategic Account Managers by Noel Capon and Gus Maikish vividly draws account management best practices from IBM's up and down fortunes since the 1970s. In the process, it also offers an illuminating insider perspective on Big Blue's best and worst times - as experienced in day-to-day interactions with some of its most important customers. The book's most provocative takeaway: IBM's services-led sales strategy has often hindered, rather than helped, efforts to achieve a fruitful long-term synergy of high margin hardware and software sales with low-margin services sales. The 1990s breakup of the salesforce to serve rival line of business organizations and the 2002 acquisition of PwC Consulting emerge as culture-shaking events for IBM that could only be turned to advantage by great account management. In this new book, Capon and Maikish provide an A to Z of account management excellence, including its significantintellectual capital demands, leadership requirements, and under-appreciated ethical dimension as keys to achievingwin-win outcomes for suppliers and customers. The book does this through case studies of three extended account management engagements that were highly significant for IBM in the 1970s and 1980s, the 1990s, and the 2000s. Along the way, it presents a provocative look at what really fueled IBM's success in its best times, including its 1990s resurgence under then-CEO Lou Gerstner, and what caused the firm to struggle in its worst times, including the 2010s. Anyone who wants to understand why IBM is once again in rebuilding mode will find much food for thought here.

Essentials of Management is written for newcomers to the field of management and forexperienced managers seeking updated information and a review of the fundamentals.It is also written for the many professionals and technical people who work closelywith managers and who take their turn at performing some management work. Anexample would be the member of a cross-functional team who is expected to have theperspective of a general manager.Based on extensive research about curriculum needs, the design of Essentialsof Management addresses itself to the needs of introductory management coursesand supervision courses offered in educational settings. Previous editions of thetext were used in the study of management in colleges and universities, as well as incareer schools in such diverse programs as hospitality and tourism management, andnursing. The book can also be used as a basic resource for management courses thatrely heavily on lecture notes, PowerPoint presentations, and videos rather than anencyclopedia-like text.The eleventh edition is an updating of the tenth edition which incorporatedmore major changes.¿ All 16 chapters contain new information where appropriate, and manyolder research findings and several topics of lesser interest today havebeen deleted.¿ New examples are added throughout the 16 chapters.¿ Thirteen of the 32 end-of-chapter cases are new, and three cases from theprevious edition are updated with new developments.¿ Twelve of the chapter-opening cases are new, with the four other chapteropeningcases updated with new development¿ Thirteen Management in Action boxes are new, with two updated with newdevelopments.¿ There is one new end-of-chapter exercise called Management Now: OnlineSkill-Building Exercise. These exercises will encourage students to use theInternet to obtain up-to-the-minute information, ideas, and applicationsdirectly related to each chapter's topic.¿ Five of the skill-building exercises are new.¿ One new self-quiz has been added.

This book examines all aspects of implementing a professional consultative salesorganization. It can be read cover-to-cover for a comprehensive perspective, orchapter-by-chapter for a more topical view, based on your needs and interested.It is divided into three Parts: Part A: "The Worlds of Selling and Sales" compares traditional to consultativeselling. While each approach is tasked with generating revenue for theircompany, how they accomplish that, and what other tasks they do, arefundamentally different. Part A provides a context for many of the conceptsand skills offered throughout the text. Part B: "Consultative Selling and the Buy Process" discusses how a consultativesalesperson interfaces with each customer based on their buy processand how they make the many decisions that impact their ultimate purchase.Part B provides a "big picture" view of how consultative salespeople remainfocused and manage their time to provide optimum influence on theircustomers. Part C: "Consultative Selling Skills" describes many of the most importantskills and protocols to establish, build, and benefit from consultative partnerships.As such, they are stand-alone skills that can be used independently …yet are optimized when used in conjunction with each other.

This text is intended for a nontechnical, issues-oriented economics course, usually a 100-levelcourse at four-year universities. It is often a general education course. The book is also appropriatefor two-year colleges and other institutions, as well as economic education programs forelementary and secondary teachers. Chapters are designed so that they can be taught in anyorder after Chapter 1. Each chapter includes references to other chapters that mention similartopics. Some of these references are provided in the "Roadmap" that begins each chapter.The goal of this book is to make students aware of social issues in the world around them and to facilitate their understanding of these issues and related policy options from an economic perspective. The hope is this would inspire students to become involved with the issues in order to make this a better world.Students are often unaware that the important issues of our day, even ones that directly affectthem-the environment, our healthcare system, our educational system, crime and drugs,and matters as weighty as war and peace-are rooted in economics. Furthermore, studentsoften set aside as too complex the issues that are recognized as economic, such as unemploymentand infl ation or trade and budget defi cits. They believe that these issues are better left forthe experts. Students need to know that all of these issues are indeed relevant to them andwithin their ability to understand. They need to comprehend these issues to make soundchoices and form intelligent opinions. Of course, before students are willing to commit themselvesto the lifelong learning of economics, they fi rst need to be convinced that it is relevantto their lives and that it is interesting!

In The Front-Line Sales Manager - Field General, our perspective is very straightforward. We believe the firm succeeds or fails based on the performance of its sellers. If sellers succeed in making their sales goals, all things equal, the firm makes profits, survives, and grows, and shareholder value increases. Conversely, if sellers fail, the firm fails, and no one gets a paycheck! Just ask former employees at Blockbuster, Kodak, Lotus, Sun, Toys 'R' Us, or any of the other tens of thousands of business organizations that fail annually. The key influence on seller success in today's complex and ever-changing business environment is the sellers' direct supervisor-the front-line sales manager. The FLSM hires and fires sellers, travels and visits customers with sellers, and closes sales with sellers. The FLSM leads, directs, and manages sellers; secures firm resources to assist the selling process; and is, by far, the dominant influence in sellers' work lives. Regrettably, the sales management literature has not given FLSMs the level of attention this role deserves. The Front-Line Sales Manager - Field General aims to redress this unfortunate reality.

Sociology is a highly organized discipline shaped by several theoretical perspectives or schools of thought. It is not merely the study of social problems or the randomvoicing of opinions. In this book, no single perspective is given greater emphasis; a balanced presentation of both functionalist theory and conflict theory is supplementedwhenever possible by the symbolic interactionist viewpoint. The book has received a great deal of praise for being cross-cultural in approach and for bringing in examples from a wide variety of societies. Sociology is concerned with the interactions of people wherever and whenever they occur. It would be shortsighted, therefore, to concentrate on only our own society. Often, in fact, the best way to appreciate our own situation is through comparison with other societies. We use our cross-culturalfocus as a basis for comparison and contrast with U.S. society.

The second edition of Sales Management: Shaping Future Sales Leaders was updated with new academic sources and practical examples that improve your students’ understanding of the material. Each chapter opening features a practicing sales manager who advised us about the chapter, and discusses how his or her firm manages its sales team. In each chapter you will find special boxed sections on ethics, technology, and/or global issues.At the end of each chapter we have added a new section, Managing Your Career, to help students better understand why the material is personally important to them. We also provide a suggested role-play for each chapter to engage the students and help reinforce chapter content. Plus, you will find two short cases (caselets) per chapter that students can read quickly, and that you can use to either introduce or summarize the chapter. These features really help make your classroom interactive!

"First edition published by Wessex, Inc., 2013"--T.p. verso.

Human Resource Management (HRM) is a set of decisions systems that organizations can design and implementto increase the performance and productivity of their workforce. The major activities in HRM arerecruitment, selection, training, measuring performance, and compensating workers for their performance.The first two of these, recruitment and selection, focus on bringing high-ability individuals into the organizationand placing them in the appropriate jobs. Everyone agrees that having high-ability employees isessential to a successful organization. Recruitment activities inform appropriately skilled applicants externalto the organization about available positions within the organization. Successful recruitment presents informationabout the organization and the job to people in such a way that they become interested in possibleemployment. Recruitment should result in applications from people who have the appropriate abilities forthe available job. Selection is the set of activities that gathers systematic information from the applicantsand identifies those with the highest ability levels in order to offer employment. Training encompasses theactivities that both the new employees and existing employees complete in order to further develop the mostimportant abilities for the job. In the present global, competitive economy, excellent and frequent training isnecessary to make sure that employees can continue high performance. Measuring performance and compensating workers are the two fundamental principles for motivating employees. Measuring performanceclearly specifies to workers the main outcomes of their work. It also makes goal setting possible, whichresearch has found to be highly motivating in itself. Compensation should be designed so that employeesare rewarded at levels reflective of their performance. Think of this as the application of the psychologicalprinciple of reward/reinforcement.