Teaching Sales  

Oleh:

Fogel, Suzanne ; Hoffmeister, David ; Rocco, Richard ; Strunk, Daniel P.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 90 no. 7/8 (Jul. 2012), page 94-99.
Topik: Sales Professionals; Sales Strategy; Sales Function; Company; Business; Sales Management

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.45 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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We all know that a well-staffed sales function is vital to business success. Consider, for example, the findings of a series of studies conducted since 1988 by the sales force consultancy Chally Group. Analyzing data from more than 100,000 business decision makers, Chally discovered that 39% of B2B buyers select a vendor according to the skills of the salesperson rather than price, quality, or service features. So business schools must spend a lot of time teaching sales skills, right? Wrong. Take a look at the curricula of the world’s top-ranked business schools, and you might come away with the impression that sales is unimportant. Most MBA programs offer no sales-related courses at all, and those that do offer only a single course in sales management. Even at the undergraduate level of business instruction, sales courses are sparse.

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