Advanced Sales Management Handbook and Cases: Analytical, Applied, and Relevant will fill the need in the market for a solid case work, role play, and activity book. It has been written by sales teaching professionals and sales executives. The life experiences of professionals with varied experiences will provide students with a solid foundation for learning. This will give college professors from around the world a better opportunity to ensure quality of learning. The book is intended to be supplemental to any other sales management text on the market, but could be used alone in an advanced sales management or marketing analytics course in which the students already have the base theoretical knowledge. The various cases, role plays, and experiential exercises in this book will follow the same topical structure of other sales management texts so that any sales management instructor can readily adopt this supplemental book. For many of the cases, actual data has been given so that students are required to use and understand analytical software.

When to Hire—or Not Hire—a Consultant:Getting Your Money's Worth from Consulting Relationships is a hands-on, practical guide for anyone thinking about hiring a consultant to set strategy, solve problems, increase profits or revenue, develop new products, open new markets, or improve efficiency. Consulting is one of the fastest growing professions in the United States. According to the U.S. government, there were 719,000 consultants in the U.S. in 2010, and you can expect an additional 274,000 by 2020. Cloaked in “expert” status, consultants might seem to be the answer to many business problems. You call someone in to solve a particular problem or develop new markets, then send them away once the job is done—while reaping the benefits of their expertise. Consultants sometimes do work miracles, but once in a while they wreck a healthy business. And far too often, the benefits gained by calling in consultants disappear far too soon after they leave. Yet as return on investment (ROI) and accountability for results become bigger and bigger issues, business professionals in search of answers to performance or strategy challenges are turning more and more to outside guidance for help. Indeed, few businesses do not use some kind of consultant at some point in their existence. But how can you leverage the skills consultants can bring to the table without adding undue risk to your operations? How can you effectively manage the consultant relationship to get the greatest benefit for the least cost? What metrics can support your decision to hire—or not hire—a consultant? When should you use home-grown talent to solve problems instead? That’s what this book is all about. While there are a multitude of books on how to be a consultant, this is the first to help an executive determine when to hire one. You will learn strategies to decide when a consultant is needed and how to support that decision with hard evidence, how to select the right consultant, how to set clear expectations, and how to know when a consultant is either a valuable resource or a hindrance to the company’s success. The authors of this book bring together two opposing perspectives. Linda Orr has served as a consultant in many companies and situations, while Dave Orr has hired consultants many times. Together, they can help you make the most strategically and financially sound business decisions. This books shows you how to: Work through ROI and other issues to support a decision to hire a consultant. Maximize the benefits consultants can provide. Explore options other than hiring a consultant.

This invaluable resource helps you understand what it takes to be a great sales manager, allowing you to avoid many of the common first-time sales management mistakes, and be successful right out of the gate. Making the leap into sales management means meeting a whole new set of challenges. As a manager, you’re going to have to quickly develop the skills that allow you to build and supervise a sales team, communicate effectively, set goals, be a mentor, and much, much more. Now that you’ve been handed these unfamiliar responsibilities, you’re going to have to think on your feet -- or face the possibility of not living up to expectations. Dispensing with dry theory, Fundamentals of Sales Management for the Newly Appointed Sales Manager helps you understand your new role in the organization, and how to thrive simultaneously as both a member of the management team and as a team leader. You’ll learn how to: Make a smooth transition into management Build a superior, high-functioning sales team Set objectives and plan performance Delegate responsibilities Recruit new employees Improve productivity and effectiveness This book supplies you with indispensable, need-to-know information on communicating with your team, your bosses, your peers, and your customers; developing a sales plan and understanding the relationship between corporate, department, and individual plans; applying crucial time management skills to your new role; managing a sales territory; interviewing and hiring the right people; building a motivational environment; compensating your people; and understanding the difference between training, coaching, and counseling?and knowing how to excel at each.

"The Case Manager's Handbook, Sixth Edition is an indispensable guide for case managers. Presented in an accessible and conversational style, this practical resource helps case managers learn the fundamentals, study for the Certified Case Manager exam, and advance their careers after the exam. Completely updated and enhanced with information on the latest developments affecting case management, it reflects the rapidly changing healthcare landscape, including the significant effects of the Affordable Care Act."--Back cover.

Marketing Science contributes significantly to the development and validation of analytical tools with a wide range of applications in business, public policy and litigation support. The Handbook of Marketing Analytics showcases the analytical methods used in marketing and their high-impact real-life applications. Fourteen chapters provide an overview of specific marketing analytic methods in some technical detail and 22 case studies present thorough examples of the use of each method in marketing management, public policy, and litigation support. All contributing authors are recognized authorities in their area of specialty.

Effective marketing is essential for any successful sport organization, from elite international teams to local leagues. Now in a fully revised and updated third edition, Advanced Theory and Practice in Sport Marketing is still the only text to introduce key theory and best practice at an advanced level. This new edition goes beyond the introductory marketing course by exploring advanced marketing theories related to social responsibility, global issues, information systems, consumer behavior, product management, logistics, sales, promotions, and social/digital/mobile media. New to the edition are sections on branding, destination marketing, and performance evaluation that demonstrate how to measure impacts through sport marketing and how to use analytics to determine sport marketing success. Every chapter contains extended case studies and theory-to-practice insights from marketing professionals around the world and a companion website includes an impressive array of additional teaching and learning resources. Advanced Theory and Practice in Sport Marketing goes further than any other textbook to prepare students for the real world of sport marketing. It is essential reading for any upper-level undergraduate or postgraduate course in sport marketing or sport business.