Abstract
Several behavioral, technological, and managerial forces are dramatically and irrevocably changing the way that salespeople and sales managers understand, prepare for, and accomplish their jobs. Field salespeople, operating out of mobile virtual offices, are being empowered and becoming increasingly independent as they shift focus from selling to serving customers. Meanwhile, the sales manager's job is evolving more toward that of channel manager—overseeing a hybrid sales force serving customers in diverse electronic and field channels. A flexible, continuous learning and adapting environment is required for personal selling and sales management success in the 21st Century.
Journal Information
As the only scholarly research-based journal in its field, JPSSM seeks to advance both the theory and practice of personal selling and sales management. It provides a forum for the exchange of the latest ideas and findings among educators, researchers, sales executives, trainers, and students. For more than 30 years JPSSM has offered its readers high-quality research and innovative conceptual work that spans an impressive array of topics-motivation, performance, evaluation, team selling, national account management, and more. In addition to feature articles by leaders in the field, the journal offers a widely used selling and sales management abstracts section, drawn from other top marketing journals. Emerging topics are addressed through periodic special issues devoted to such cutting-edge issues as CRM and sales force ethics.
Publisher Information
Building on two centuries' experience, Taylor & Francis has grown rapidlyover the last two decades to become a leading international academic publisher.The Group publishes over 800 journals and over 1,800 new books each year, coveringa wide variety of subject areas and incorporating the journal imprints of Routledge,Carfax, Spon Press, Psychology Press, Martin Dunitz, and Taylor & Francis.Taylor & Francis is fully committed to the publication and dissemination of scholarly information of the highest quality, and today this remains the primary goal.
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The Journal of Personal Selling and Sales Management © 1996 Taylor & Francis, Ltd.
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journal article
The Computer, Personal Selling, and Sales ManagementJournal of Marketing
Vol. 39, No. 3 (Jul., 1975)
, pp. 27-33 (7 pages)
Published By: Sage Publications, Inc.
//doi.org/10.2307/1250898
//www.jstor.org/stable/1250898
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Abstract
The past decade has seen the increasing involvement of the computer in marketing areas, such as sales management and personal selling, that have been traditionally associated solely with personal relations. In this article, Comer reviews and describes various applications of the computer in diverse sales management and personal selling situations.
Journal Information
The Journal of Marketing (JM) develops and disseminates knowledge about real-world marketing questions relevant to scholars, educators, managers, consumers, policy makers and other societal stakeholders. It is the premier outlet for substantive research in marketing. Since its founding in 1936, JM has played a significant role in shaping the content and boundaries of the marketing discipline?
Publisher Information
Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com
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For terms and use, please refer to our Terms and Conditions
Journal of Marketing
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