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Scientific salesmanshipBennett, Charles, January 1933 (has links)
"Parts I and II ... were offered as a dissertation in partial fulfillment of the requirements for the degree of doctor of philosophy from St. Louis University."--Pref. / "Readings in salesmanship" has special t.p.: Appendix, containing 314 selected articles by varius writers reprinted and adapted by permission of the publishers and offered as a reference book of supplementary Readings in salesmanship, by Charles Bennett ... St. Louis, Mo., American efficiency bureau [1933]. "Suggested collateral readings": p. 701-702.
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An empirical investigation into the measurement of satisfaction and valence and their interrelationshipsPecotich, Anthony. January 1900 (has links)
Thesis--University of Wisconsin--Madison. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 260-275).
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Salesmanship training in high and vocational schoolsClark, William E. January 1936 (has links)
Thesis (Ph. M.)--University of Wisconsin--Madison, 1936. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 22-24).
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Understanding Key Account ManagementWoodburn, Diana January 2011 (has links)
This document is presented in three parts, i.e. Part 1, ‘The context of ‘Understanding Key Account Management’, positions the portfolio of work in terms of its contribution to knowledge within the literature of Key Account Management and its underlying theories, and relative to alternative research methodologies: Part 2: ‘Understanding Key Account Management’, starting on page 31, gives an account of the author’s research and knowledge development activities in Key Account Management in chronological order, to link together the material submitted as the portfolio of work (listed below). Each part has its own separate list of contents and references. The portfolio of work forms Part 3 of the document, but only the research reports from 2006-2009 are included here: the other reports, articles and books are not available electronically or are published with copyright restrictions.
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Remedies of the unpaid seller under ULIS and the 1980 UN conventionHaddad, H. A. January 1984 (has links)
No description available.
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Development of a one-semester course in salesmanship.Nagel, Dorathea M. 01 January 1950 (has links) (PDF)
No description available.
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Selected methods and procedures for evaluating sales training /Schwartz, David Joseph. January 1953 (has links)
No description available.
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The effect of role consensus, expectations and perceptions on the buyer-seller dyad /Tosi, Henry L. January 1964 (has links)
No description available.
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Development and use of sales training in Hong Kong.January 1976 (has links)
Summary in Chinese. / Title also in Chinese. / Thesis (M.B.A.)--Chinese University of Hong Kong. / Bibliography: leave 13 (second section)
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Market-focused strategic flexibility and sales growth: empirical evidence from NigeriaAsikhia, Olalekan Usiobaifo 30 November 2006 (has links)
A newly competitive environment is developing in Nigeria, the business environment has altered rapidly and unpredictably, and new knowledge and capabilities are consequently needed to survive in such a turbulent environment. This study suggests market-focused strategic flexibility as one survival strategy needed.
Though a fair amount of literature exists on strategic flexibility and the performance of a firm the extant literature has been somewhat silent on market-focused strategic flexibility since it was conceptualized by Johnson, Lee, Siani and Grohnmann (2003). The mixed relationship of market orientation and firm performance (for example as found in studies by authors such as Jaworski and Kohli (1993), Zhou et al.2005, and Ellis 2006) causes one to suspect that certain moderating variables may be responsible; market-focused strategic flexibility is suggested as one of them. The effect of environmental variables on market-focused strategic flexibility and sales growth was also studied.
In order to investigate these issues, the research instrument, a questionnaire, was distributed to the chief executive officers and marketing managers of five hundred firms in Nigeria. A 58.4% response rate was achieved. The psychometric properties of the instrument showed it to exhibit a good fit with the model. The data was then analyzed and tested using factor analysis, correlational and regressional analysis.
The overall results suggest that market-focused strategic flexibility is a driver of organizational positioning in a dynamic environment, and it is also found to moderate the market orientation -sales growth relationship studied and environmental variables influence its relationship with sales growth in most firms.
The results also established that while firms operating in a dynamic environment may gain advantage by adopting market-focused strategic flexibility, firms operating in a relatively stable environment may not achieve particularly good results if they do so. If most firms in a particular industry operating in a dynamic environment adopt market-focused strategic flexibility, they are not likely to achieve competitive advantage. The need for skills relating to selection of options, identification of resources, deployment capabilities, and sense-making capacities constitute an impetus to the implementation of effective market-focused strategic flexibility.
It is recommended that research into the key characteristics of industries and market-focused strategic flexibility be carried out to further explain the differences in the results obtained for different industries, and that this study be repeated for other countries to facilitate comparative analysis. / Business Management / D.B.L.
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