Abstract Selling and leadership both involve influence, so much of what is known about the new paradigm of transactional and transformational leadership can be suggested for enhancing the effectiveness of selling. Thus, as with transformational leadership, selling will be more effective when salespersons are both emotionally and intellectually appealing as well as considerate of their customers' needs. As with transactional leadership, salespersons will be more effective if they are clear about how the customer profits from concurrence with the salespersons' efforts and ensure that the benefits occur. Effective salespersons arrange to keep up-to-date with the customer's problems and needs. Salespersons can also exert important influence on colleagues inside and outside their firms. Show 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. Rights & Usage This item is part of a JSTOR Collection. Each level requires different types of effort and
produces different outcomes, and each of the levels is interrelated and interdependent on the others. Ultimately, each higher-level goal is dependent on the salesperson setting and achieving the specific goals for each lower level.
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When salespeople do not set clear goals and objectives?When salespeople do not set clear goals and objectives: they drift from task to task. Which of the following describes a leapfrog routing plan? It is a territory routing plan in which the salesperson begins in one cluster and works each of the accounts at that location and then jumps to the next cluster.
What are the four levels of sales goals?personal goals-what one wants to accomplish relative to oneself; sales call goals-the priorities that are set out to be accomplished during a specific call; account goals-the objectives relative to each individual account; and. territory goals-what is to be accomplished for the overall territory.
Are relationships salespeople have with other individuals in their own company?External relationships are relationships salespeople have with other individuals in their own company. A salesperson's success depends on the degree of support he or she receives from others in the various functional areas of an organization.
Which of the following stages of self leadership is referred to as beginning with the end in mind?First, goals and objectives must be set that properly reflect what is important and what is to be accomplished. Establishing priorities by setting goals and objectives is the key to effective self-leadership. This first stage of self-leadership has been appropriately referred to as "beginning with the end in mind."
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