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In this 13th edition of Sales Force Management, Mark Johnston and Greg Marshall continue to build on the book’s reputation as a contemporary classic, fully updated for modern sales management teaching, research, and practice. The authors have strengthened the focus on the use of technology in sales management, offered new discussions on innovative sales practices, and further highlighted sales and marketing integration. By identifying recent trends and applications, Sales Force Management combines real-world sales management best practices with cutting-edge theory and empirical research in a single, authoritative source. Pedagogical features include: Engaging breakout questions designed to...
Vols. for 1963- include as pt. 2 of the Jan. issue: Medical subject headings.
German attitudes toward and stereotypes of Russia before the First World War and how they were inculcated in the public.
Previous studies revealed that around 75 percent of all start-ups fail at an early stage. One main reason for this tremendous failure rate is that decision-makers are typically confronted with high levels of uncertainty about the viability of their proposed business idea. Following this argumentation, entrepreneurial decisions can be defined as complex decision-making problem under both risk and uncertainty. While risk includes quantifiable probabilities, uncertainty describes situations where neither outcomes nor their probability distribution can be assessed a priori. Consequently, the strategic decision-making context is highly complex and contains lots of “black swan events” that seems to be unpredictable. As previous research does not provide any software solutions for decision augmentation in such domains, the purpose of this study is to explore the decision- making context and then suggest novel and innovative design paradigms and design principles for decision augmentation for strategic decision-making.
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We used to live in a product-centric world, where companies were built in siloes to effectively pump out products in a transactional fashion. Companies did not need to be so connected to customers to succeed. We have now moved into a service-oriented world, because customers demand results and outcomes, instead of products. Expectations towards companies have increased and products aren't any longer the only element considered when buyers make their decisions. According to a study, buyers are 5.2 times more likely to purchase from companies with a great customer experience. We truly live in a time where customer-centric companies flourish, a time which Forrester calls "The Age of the Custome...