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6e S A L E S AND 6e
DISTRIBUTION S A L E S AND
MANAGEMENT DISTRIBUTION
DECISIONS, STRATEGIES, AND CASES
Richard R. Still | Edward W. Cundiff
Norman A. P. Govoni | Sandeep Puri
MANAGEMENT
DECISIONS, STRATEGIES, AND CASES
DISTRIBUTION MANAGEMENT
Congratulations to Dr. Sandeep Puri for revising and updating the classic textbook on Sales Management.
Selling and distribution are the two most essential functions in Marketing. I am sure this book will help the
educators and students with its contemporary perspective on Sales and Distribution Management.
JAGDISH SHETH
Charles H. Kellstadt Professor of Marketing
Goizueta Business School, Emory University
This updated edition presents an incisive analysis of a sales manager’s job responsibilities, and planning
and implementation of sales and distribution programs. It provides a contemporary perspective on sales and
distribution management, and brings to life "real-world" decisions with a set of pertinent case studies.
AJAY KOHLI
SALES AND
Gary T. and Elizabeth R. Chair, and Professor of Marketing
Scheller College of Business, Georgia Tech
Innovation in sales and distribution strategies is rapidly evolving. Sales and Distribution Management is
undergoing a paradigm shift, and this updated edition presents an analysis of the sales manager’s job, the
duties and responsibilities involved, and the planning and implementation of sales and distribution programs.
The educators, practitioners, and students will gain an understanding of the sales manager's role in different
circumstances.
V KUMAR
Editor-in-Chief, Journal of Marketing
Richard and Susan Lenny Distinguished Chair & Professor of Marketing,
J. Mack Robinson College of Business, Georgia State University
H I G H L I G H T S O F T H I S E D I T I O N
Cover image: Shutterstock
All chapters have been modified keeping in mind the Indian perspective.
Several recent and up-to-date examples and case studies have been included.
5 new chapters on Distribution Management emphasizing the role of channel partners, channel
management, channel information systems, logistics and supply chain management have been included.
www.pearson.co.in
6e
ISBN 978-93-325-8709-0
Online resources available at
www.pearsoned.co.in/richardrstill
Still Richard R. Still
Cundiff Edward W. Cundiff
Govoni Norman A. P. Govoni
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SaleS and diStribution
ManageMent
decisions, Strategies, and Cases
Sixth edition
riCHard r. Still
Florida International University
edWard W. CundiFF
University of Texas at Austin
norMan a.P. goVoni

Babson College
SandeeP Puri
Institute of Management Technology, Ghaziabad

Copyright © 2017 Pearson India Education Services Pvt. Ltd
Published by Pearson India Education Services Pvt. Ltd, CIN: U72200TN2005PTC057128,

formerly known as TutorVista Global Pvt. Ltd, licensee of Pearson Education in South Asia.
No part of this eBook may be used or reproduced in any manner whatsoever without the publisher’s
prior written consent.
This eBook may or may not include all assets that were part of the print version. The publisher
reserves the right to remove any material in this eBook at any time.
ISBN: 9789332587090
eISBN:
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Fax: 080-30461003, Phone: 080-30461060
www.pearson.co.in, Email: companysecretary.india@pearson.com

to Margaret, PeggY, terrY, and bHaVna


Contents
Preface xix
Preface to the Sixth edition xxi
Part i PerSonal Selling and MarKeting

StrategY
1 Sales Management and the business enterprise 1
Evolution of the Sales Department
Sales Management
Objectives of Sales Management
Sales Management and Financial Results
Sales Executive as Coordinator
Organization and Coordination Planning and Coordination
Coordination with Other Elements in the Marketing Program
Coordination with the Distributive Network Coordination and
Implementation of Overall Marketing Strategy
Sales Management and Control
Sales Control—Informal and Formal
Sales Control and Organization
Conclusion

viii Contents
2 Sales Management, Personal Selling,

and Salesmanship 19
Buyer-Seller Dyads
Diversity of Personal-Selling Situations
Theories of Selling
AIDAS Theory of Selling “Right Set of Circumstances” Theory of
Selling “Buying Formula” Theory of Selling “Behavioral Equation”
Theory
SPIN Selling
Prospecting
Steps in Prospecting
Sales Resistance
Closing Sales
Conclusion
3 Setting Personal-Selling objectives 43

Types of Personal-Selling Objectives
Some Important Terms
Market Potential Sales Potential Sales Forecast
Analyzing Market Potential
Market Identification Market Motivation Analysis of Market Potential
Market Indexes
Sales Potential and Sales Forecasting
Sales Forecasting Methods
Jury of Executive Opinion Poll of Sales Force Opinion Projection
of Past Sales Survey of Customers’ Buying Plans Regression
Analysis Econometric Model Building and Simulation
Converting Industry Forecast to Company Sales Forecast
Derivation of A Sales Volume Objective
Evaluation of Forecasts
Conclusion
4 determining Sales-related Marketing Policies 67

Product Policies—What to Sell
Relation to Product Objectives Product Line Policy Product Design
Policy Product Quality and Service Policy
Distribution Policies—Who to Sell
Policies on Marketing Channels
Pricing Policies
Policy on Pricing Relative to the Competition Policy on Pricing Relative to
Costs Policy on Uniformity of Prices to Different Buyers Policy on List

Contents ix
Pricing Policy on Discounts Geographical Pricing Policies Policy on

Price Leadership Product Line Pricing Policy Competitive
Bidding Policy
Conclusion
5 Formulating Personal-Selling Strategy 87

Competitive Settings and Personal-Selling Strategy
Pure Competition Monopolistic Competition Oligopolistic
Competition No Direct Competition
Personal-Selling Objectives and Personal-Selling Strategy
Sales-Related Marketing Policies and Personal-Selling Strategy
Determining the Kind of Sales Personnel
Product Market Analysis Analysis of Salesperson’s Role In Securing
Orders Choice of Basic Selling Style
Determining the Size of the Sales Force
Work Load Method Sales Potential Method Incremental Method
Individualizing Selling Strategies to Customers
Conclusion
Cases for Part 1 107

1-1 Aurore Cosmetics
1-2 Sales and Marketing Executives of Greater Boston, Inc.
1-3 Phillips Company
1-4 Plastics Industries, Inc.
1-5 United Airflow, Inc.
1-6 Graham Manufacturing Company
1-7 Colonial Heritage Furniture Company
1-8 Stanamer Corporation
1-9 The Kramer Company
1-10 Martin Packaging Company, Inc.
Part ii organiZing tHe SaleS eFFort

6 the effective Sales executive 141
Nature of Sales Management Positions
Position Guide—Sales Manager Position Guide—District Sales Manager
Functions of The Sales Executive
Qualities of Effective Sales Executives
Relations with Top Management
Relations with Managers of Other Marketing Activities

x Contents
Relation with Product Management Relations with Promotion

Management Relations with Pricing Management Relations with
Distribution Management
Compensation Patterns for Sales Executives
Conclusion
7 the Sales organization 155

Purposes of Sales Organization
To Permit the Development of Specialists To Assure that All Necessary
Activities are Performed To Achieve Coordination or Balance
To Define Authority To Economize on Executive Time
Setting Up A Sales Organization
Defining Objectives Determination of Activities and Their Volume of
Performance Grouping Activities to Positions Assignment of Personnel
to Positions Provision for Coordination and Control
Basic Types of Sales Organizational Structures
Line Sales Organization Line and Staff Sales Organization
Functional Sales Organization
Field Organization of the Sales Department
Centralization Versus Decentralization in Sales Force
Management
Schemes for Dividing Line Authority in the Sales Organization
Geographic Division of Line Authority Product Division of Line
Authority Customer (or Marketing Channel) Division of Line
Authority Dividing Line Authority on More than One Basis
Conclusion
8 Sales department relations 179

Interdepartmental Relations and Coordination
Formal Coordinating Methods Informal Coordination
Coordination of Personal Selling with Other Marketing
Activities
Sales and Advertising Sales and Marketing Information Sales and
Service Sales and Logistics
Coordination of Personal-Selling with Other Departments
Sales and Production Sales and Research & Development
Sales and Human Resources Sales and Finance Sales and
Accounting Sales and Purchasing Sales and Public Relations
Sales and Legal
Sales Departments External Relations
Final Buyer Relations Industry Relations Government
Relations Educational Relations Press Relations
Conclusion

Contents xi
Cases for Part ii 199

2-1 Donaldson Manufacturing Company
2-2 Frito-Lay, Inc.
2-3 Monrovia Oil Company
2-4 Liberal Software Solutions
2-5 Lindsay Sportswear
2-6 Allen Specialty Company
2-7 Morris Machine Works
2-8 Vibpure Water Purifiers
Part iii SaleS ForCe ManageMent

9 Sales Personnel Management 221
Sales Personnel Management
Economies of Effective Sales Force Management Rate of Sales Personnel
Turnover
Job Analysis
Sales Job Analysis Sales Job Description Procedure for Sales Job
Analysis and Preparation of Written Job Descriptions Preparation of Sales
Job Specifications
Conclusion
10 recruitment and Selection 233

Organization for Recruitment and Selection
The Prerecruiting Reservoir
Sources of Sales Force Recruits
Recruiting Source Evaluation Sources within the Company
Sources outside the Company
Recruitment Process
Personal Recruiting
Selection Process
Pre-interview Screening and Preliminary Interview
Formal Application
The Interview
Who Should Do the Interviewing? How Many Interviews? Interviewing
Techniques
References
Credit Checks
Psychological Tests
Medical Examination
Conclusion

xii Contents
11 Sales training 251

Building Sales Training Programs
Defining Training Aims
Identifying Initial Training Needs Identifying Continuing Training Needs
Deciding Training Content
Product Knowledge Selling Skills Markets Company Information
Selecting Training Methods
The Lecture Demonstrations Role Playing Case Discussion
Impromptu Discussion Gaming On-the-Job Training Online
Courses
Executing the Training Program
Who will be the Trainees? Who will Conduct the Training? When will
the Training take place? Where will the Training site be? Instructional
Materials and Training Aids
Evaluation of the Training Programs
Conclusion
12 Motivating Sales Personnel 271

Meaning of Motivation
Motivational “Help” from Management
Inherent Nature of the Sales Job Salesperson’s Boundary Position and
Role Conflicts Tendency Towards Apathy Maintaining a Feeling of
Group Identity
Need Gratification and Motivation
Hierarchy of Needs Motivation-Hygiene Theory Achievement-
Motivation Theory Expectancy Model
Interdependence and Motivation
Motivation and Leadership
Motivation and Communications
Interpersonal Contact Written Communications
Unionization of Sales Personnel
Conclusion
13 Compensating Sales Personnel 287

Requirements of a Good Sales Compensation Plan
Devising a Sales Compensation Plan
Define the Sales Job Consider the Company’s General Compensation
Structure Consider Compensation Patterns in Community and
Industry Determine Compensation Level Provide for the Various
Compensation Elements Special Company Needs and Problems
Consult the Present Sales Force Reduce Tentative Plan to Writing
and Pretest It Revise the Plan Implement the Plan and Provide for
Follow-up

Contents xiii
Types of Compensation Plans

Straight-Salary Plan Straight-Commission Plan Combination Salary-
and-Incentive Plan
Use of Bonuses
Fringe Benefits
Conclusion
14 Managing expenses of Sales Personnel 305

Reimbursement of Sales Expenses—Policies and Practices
Methods of Controlling and Reimbursing Expenses
of Sales Personnel
Flat Expense Account Flexible Expense Account Honor System
Expense Quota
Reimbursement of Travel Expenses
Conclusion
15 Sales Meetings and Sales Contests 315

Job Satisfaction and Job Performance
Sales meetings Planning and Staging sales meetings National sales
meetings Regional sales meetings Executive opposition to national and
regional sales meetings Local sales meetings Virtual Sales Meetings
Sales Contests
Specific Objectives Contest Formats Contest Prizes How Many
Prizes and How Should They be Awarded? Contest Duration Contest
Promotion Managerial Evaluation of Contests Objections to Sales
Contests
Conclusion
16 Controlling Sales Personnel: evaluating

and Supervising 331
Standards of Performance
Relation of Performance Standards to Personal-Selling
Objectives
Quantitative Performance Standards Qualitative Performance Criteria
Recording Actual Performance
System of Field Sales Reports
Evaluating—Comparing Actual Performances with Standards
Taking Action—the Dynamic Phase of Control
Controlling Sales Personnel Through Supervision
Who Should Supervise? Qualifications of Sales Supervisors
Conclusion

xiv Contents
Cases for Part iii 357

3-1 Norton Brothers, Inc.
3-2 Sonton Pharmaceuticals
3-3 Holden Electrical Supplies Company
3-4 Arthur Tompkins—Shaklee Sales Distributor
3-5 Belton Industries, Inc.
3-6 American Machine and Foundry Company
3-7 Holmes Business Forms Company
3-8 Grady Tire Company
3-9 Hammacher Company
3-10 Office Supplies and Services Company
3-11 Universal Automotive, Inc.
3-12 P.F.V., Inc.
3-13 Bristol Laboratories
3-14 Kroeger Company
3-15 Midwestern Westbrook Elevator Company
3-16 Bhanton Enterprises
3-17 Dewey Dressing Company
Part iV Controlling tHe SaleS eFFort

17 the Sales budget 401
Purposes of the Sales Budget
Mechanism of Control Instrument of Planning
Sales Budget—Form and Content
Estimating Budgeted Selling Expenses
Budgetary Procedure
Planning Styles and Budgetary Procedures Actual Budgetary Procedure
Handling Competition for Available Funds within the Marketing Division
“Selling” the Sales Budget to Top Management Using the Budget for
Control Purposes Effect of Errors in Budgetary Estimates Flexibility in
Budgeting
Conclusion
18 targets and Sales Management 413

Objectives in using Targets
To Provide Quantitative Performance Standards To Obtain Tighter Sales
and Expense Control To Motivate Desired Performance To Use in
Connection with Sales Contests
Sales Target, Sales Forecast, and the Sales Budget
Types of Targets and Target-Setting Procedures

Contents xv
Sales Volume Targets Procedures for Setting Sales Volume Targets

Budget Targets Activity Targets Combination and Other Point
System Targets
Administering the Target System
Accurate, Fair, and Attainable Targets Securing and Maintaining Sales
Personnel’s Acceptance of Targets
Reasons for Not using Sales Targets
Conclusion
19 Sales territories 433

The Sales Territory Concept
House Accounts
Reasons for Establishing or Revising Sales Territories
Providing Proper Market Coverage Controlling Selling Expenses
Assisting in Evaluating Sales Personnel Contributing to Sales Force
Morale Aiding in Coordination of Personal Selling and Advertising
Procedures for Setting Up or Revising Sales Territories
Selecting a Basic Geographical Control Unit Determining Sales Potential
Present in Each Control Unit Combining Control Units into Tentative
Territories Adjusting for Differences in Coverage Difficulty and
Redistricting Tentative Territories Deciding Assignment of Sales Personnel
to Territories
Routing and Scheduling Sales Personnel
Conclusion
20 Sales Control and Cost analysis 455

The Sales Audit
Sales Analysis
Allocation of Sales Effort Data for Sales Analysis Illustrative Sales
Analysis Purposes of Sales Analyses
Marketing Cost Analysis
Purposes of Marketing Cost Analysis Marketing Cost Analysis
Techniques Marketing Cost Analysis—An Illustration
Conclusion
Cases for Part iV 469

4-1 DuNova Chemicals
4-2 Martin Packaging Company, Inc.
4-3 Driskill Manufacturing Company
4-4 Allied Board and Carton Company
4-5 Goodtime Equipment Company
4-6 McBride Electric Corporation
4-7 Magnet Covet Barium Corporation

xvi Contents
4-8 Arlington Paper Mills

4-9 Alderson Products, Inc.
4-10 Hair-N-Shine
Part V diStribution ManageMent

21 Marketing Channels 495
The Customer-Oriented Marketing Channel
Channel Members
Channel Functions
Designing Marketing Channels
Marketing Channels in the Consumer Markets Marketing Channels for
Services Marketing Channels in the Industrial Markets
Selecting Channel Partners
Channel Intensity
Exclusive distribution Selective distribution Intensive distribution
Channel Management for Rural Markets
Costs and Margins in the Marketing Channel
Conclusion
22 Managing the Channel Partners 511

Setting Up Cooperative Programs
Role of Manufacturer’s Sales Force
Objectives and Methods of Manufacturer-Channel Partners’
Cooperation
Building Channel Partners Loyalty to the Manufacturer Stimulating
Channel Partners to Greater Selling Effort Developing Managerial
Efficiency in Distributive Organizations
Identifying Source of Supply of Final Buyer Level
Distributive Network Changes and Maintaining Relations
Managing the Channel Conflict
Conclusion
23 Channel information Systems 531

Advantages of Channel Information System
Stages of Channel Information System
Elements of Channel Information System
Designing Channel Information System
Evaluation of Channel Performance
Conclusion

Contents xvii
24 logistics and Supply Chain Management 539

Understanding Logistics
Elements of Logistics Management
Supply Chain Management
Logistics Management and Supply Chain Management Advances in
Supply Chain Management
Marketing and Logistics
Conclusion
25 international Sales and Channel Management 551

International Marketing
Selecting an International Market
International Orientations
The Mode of Entry
Selection of International Distribution Partners
Profile of an International Salesperson
Documents in International Trade
Conclusion
Cases for Part V 564

5-1 The Banner Company
5-2 Diamond Pump
5-3 Monim Electronics
5-4 Hillman Products Company
5-5 Sonton Pharmaceuticals
5-6 Delphic Corporation
index 579


Preface
This book is aimed toward accomplishing three objectives: (1) to delineate

the areas in which sales executives make decisions; (2) to analyze decision
alternatives and criteria in these areas; and (3) to provide cases as real-
world illustrations of decision situations. These objectives will have been
accomplished if readers gain an understanding of the sales executive’s
functions in diverse circumstances.
The emphasis, as in previous editions, is on sales management, not on
marketing. The main perspective is that of the sales executive as a partic-
ipant in the marketing management team. Sales executives participate in,
and sometimes are primarily or jointly responsible for, formulating strate-
gies on the product line, on pricing, on physical distribution, on marketing
channels, and on promotion. But their focus and primary responsibility
consists of either the management of sales personnel or the maintenance
of relationships with distributive organizations or both. Thus sales exec-
utives play roles both as planners of sales operations and as key figures
in implementing not only sales programs but also important aspects of
marketing strategies. In marked contrast to other marketing executives, the
time orientation of the sales executive stresses the present-in getting things
done, in making plans come true, in turning dreams into reality.
The management approach is applied to an analysis of the sales exec-
utive’s job, the duties and responsibilities involved, and the planning and

xx Preface
implementation of sales and marketing programs. Part I discusses the inter-

relationships of personal selling and marketing strategy, including the art
of salesmanship, personal selling objectives, sales-related marketing poli-
cies, and the formulation of personal selling strategy. Part II shifts to the
organizing of the sales effort both within the enterprise and relative to the
distribution network. Part III is an indepth analysis of the sales executive’s
primary responsibilities to the sales force. Part IV concentrates on tech-
niques of controlling the sales effort, including sales budgets, quotas, terri-
tories, and sales and cost analysis. And because business organizations have
more and more come to look on the entire planet as potential markets and
sales executives have become ever increasingly involved in international
business, Part V considers the emerging field of international sales man-
agement, emphasizing sales force operations across national boundaries.
For successful completion of this edition, we owe a great deal to a
great many people. Our present and former colleagues at the Florida Inter-
national University, the University of Georgia, Emory University, Babson
College, and the University of Texas at Austin have given generously of
their time and have shared the benefits of their teaching and business
experience. A large number of executives provided materials for case his-
tories, and our graduate students competently assisted in collecting the
cases. Daniel Darrow of Ferris State College, Robert Collins of Oregon
State University, and Kenneth C. Lundahl of Jamestown Community College
read the entire manuscript for this edition and made sound and helpful
suggestions. Whitney Blake and Maureen Wilson were among the many at
Prentice Hall who gave us help and advice. Hilda Aguiar, Christina Suarez,
and Sylvia Suarez typed the manuscript efficiently and cheerfully under the
watchful eye of Irene Young. Our wives were our sources both of helpful
criticism and of encouragement. For all this assistance, we express our
sincere thanks.
RichaRd R. Still
EdwaRd w. cundiff
noRman a. P. Govoni

Preface to the
Sixth edition
The sixth edition of the book builds on the strengths of the fifth edition,
i.e., aims toward accomplishing three objectives: (1) to delineate the areas
in which sales managers make decisions; (2) to analyze decision alter-
natives and criteria in these areas; and (3) to provide cases as real-world
illustrations of decision situations. These objectives will be accomplished if
readers gain an understanding of the sales manager’s functions in diverse
circumstances.
This edition focuses on sales and distribution management. The main
perspective is that of the sales executive as a participant in the market-
ing management team. Sales managers participate in, and sometimes are
primarily or jointly accountable for formulating strategies on the product
line, on pricing, on physical distribution, on marketing channels, and on
promotion. But their focus and primary responsibility consist of either the
management of sales personnel or the maintenance of relationships with
distributive organizations or both.
Part I discusses the interrelationships of personal selling and market-
ing strategy, including the art of salesmanship, personal selling objectives,
sales-related marketing policies, and the formulation of personal selling
strategy. Part II shifts to the organizing of the sales effort, recruitment and
selection and sales management relations. Part III is an indepth analysis
of the sales executive’s primary responsibilities to the sales force. Part IV

xxii Preface to the Sixth Edition
concentrates on techniques of controlling the sales effort, including sales

budgets, targets/quotas, territories, and sales and cost analysis. Part V cov-
ers the distribution management, emphasizing the role of channel partners.
Logistics, channel information systems, and international business.
For successful completion of this edition, I owe a great deal to many
people. I would like to convey my gratitude to Prof. Atish Chattopadhyay
for being an incredible leader and a great source of inspiration. My thanks
to Prof. Ravikesh Srivastava who provided wholehearted encouragement
and administrative support while I was working on this book. I would like
to thank Prof. S R Singhvi, Prof. Anand Khanna, Prof. S K Palekar, Prof.
Rakesh Singh, Prof. Bindu Gupta, and Prof. Abhishek at the Institute of
Management Technology, Ghaziabad, who have given their time gener-
ously and have shared the benefits of their teaching and business experi-
ence. Appreciations are also due to Prof. Charles Dhanraj, Prof. Parvinder
Arora, Prof. Subhajit Bhattacharyya, Prof. Ashwini Deshpande, Prof. Sharad
Sarin, Prof. Jayanthi Ranjan, Prof. Reema Khurana, Prof. Vinita Sahay, Prof.
Rajendra Nargundkar, Prof. Bhawana Sharma, Prof. Santanu Roy, Prof.
Ravindra Saxena, Prof. Bhavna Bhalla and Prof. Gaganpreet Singh for
always being very supportive of me.
I learnt a lot from Prof. Ajay Kohli, Georgia Tech; Prof. V Kumar,
Georgia State University and Prof. Jagdish Sheth, Emory University during
my three-month stay as a Visiting Research Scholar at Scheller College
of Business, Georgia Tech. I would also like to thank business manag-
ers like Amit Khanna, Amit Puri, Arvind Batra, Anil Ghei, Cyrus Desai,
Chhagan Donode, Hemanshu Mehta, V M Desai, Madan Lal, Jabraj Singh,
Narendra Kumar, Mayank Chopra, Manish Wadhwa, Vishesh Chadha, Varun
Arora, Kushal Dev Kashyap, Gursharan Singh, Sunil Malkany, Uday Agashe,
Tejinder Singh, Rakesh Vashishta, Jaideep Sengupta and Brij Mohan Taneja
for sharing their business experiences. I have also immensely benefitted
from my interactions with my graduate students. Special thanks to Varun
Goenka, Jubi Borkakoti, and Pallav Jain at Pearson for their timely help
and guidance in developing the manuscript.
This book could not have been completed without the support of my
family members. I would like to thank my father, Rajinder Kumar Puri and
my father-in-law, P K Batra, for their unconditional love and support. My
thanks to my children, Siddhant and Shraddha for their love, understand-
ing and sweet words which helped me in moving with energy while com-
pleting this book. Finally, my deepest thanks are reserved for Bhavna Puri,
who is my greatest source of inspiration, strength, and emotional support.
Sandeep puri

Sales Management and
the Business Enterprise
1
LEARNING OBJECTIVES
After reading this chapter, you should be able to:
■ Understand the evolution of the sales department
■ Understand the objectives of sales management
■ Understand the roles of sales executives
■ Know the importance of sales management and control
I n today’s day and age, sales executives are professionals. They plan,
build, and maintain effective organizations, and design and utilize effi-
cient control procedures. The professional approach requires thorough
analysis, market-efficient qualitative and quantitative personal-selling
objectives, appropriate sales policies, and personal-selling strategy. It calls
for skillful application of organizational principles to the conduct of sales
operations. In addition, the professional approach demands the ability to
install, operate, and use control procedures appropriate to the firm’s sit-
uation and its objectives. Executives capable of applying the professional
approach to sales management are in high demand today.
01-ch01.indd 1 6/19/2017 12:42:25 PM

2 Sales and Distribution Management; Decisions, Strategies, and Cases
Sales executives have certain responsibilities to their organizations,

the customers, and society. Top management holds them responsible for
(1) obtaining sales volume, (2) providing profit contributions, and (3)
continuing business growth. The customers (most often, wholesalers, retail-
ers, or industrial users) expect them to supply easily resalable products and
services, backed up by supporting activities (e.g., training dealers’ sales
personnel, help in preparing local advertising, and the provision of credit)
and assurance that the products and services are wise investments in the
competitive marketplace. Society looks to them to assure the delivery of
goods and services that final buyers want at prices that final buyers are will-
ing to pay and—of increasing importance—to develop and market products
whose potential for damaging the environment is minimal. If the goods and
services made and sold are needed and accepted by the buying public, and
if these products are “socially responsible,” then it is likely that manage-
ment’s objectives will have been achieved. Ultimately, a business’s earnings
depend upon how well, or how poorly, the interests of the firm, the final
buyers, and society are blended. To the extent that these interests are in har-
mony, the firm experiences sales volume, net profits, and business growth.
EVOLUTION OF THE SALES DEPARTMENT
Before the Industrial Revolution, small-scale enterprises dominated the eco-

nomic scene, and selling was no problem. The chief problem was to produce
enough goods for nearby customers. Orders were obtained with minimum
effort, and they were on hand before goods were produced. In most firms a
single individual supervised all phases of the business, including both man-
ufacturing and selling. Manufacturing problems received the most attention.
Selling and other marketing problems were handled on a part-time basis.
With the Industrial Revolution, which began in about 1760 in England
and shortly after the American Revolution in the United States, it became
increasingly necessary to find and sell new markets. Newly built factories
were turning out huge quantities of goods of every description. Their con-
tinued operation demanded great expansions in the area of sales cover-
age, as adjacent markets could not absorb the increased quantities being
manufactured. But even under these circumstances other business problems
took precedence over selling. These were problems associated with hiring
large numbers of workers, and acquiring land, buildings, and machinery. To
solve them, large amounts of capital had to be raised. The result was that
more and more businesses adopted the corporate form of organization—the
day of large-scale manufacturing enterprises had arrived. Firsthand, admin-
istration of all phases of the operation being beyond the capabilities of
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CHAPTER 1: Sales Management and the Business Enterprise 3
most individuals, authority was increasingly delegated to others. Separate

functional departments were established, but sales departments were set up
only after the activation of manufacturing and financial departments.
The advent of specialized sales departments helped to solve the orga-
nizational problems of market expansion, but another problem remained—
communicating with customers. Little by little, manufacturers shifted por-
tions of the marketing function to intermediaries. At the start, goods were
sold to retailers, who resold them directly to consumers. Eventually, some
larger retailers began to purchase for resale to other retailers, and, as time
passed, many of these evolved into wholesale institutions. Other whole-
salers developed out of the import-export business. The manufacturer’s
sales department was becoming more remote from consumers, and it was
increasingly difficult to maintain contact with final buyers and users of the
product and to control the conditions under which wholesalers and retailers
made their sales. Thus, in some respects, the addition of intermediaries to
the channel of distribution complicated the problem of market expansion.
Meanwhile, marketing activities conducted by the manufacturer’s sales
department grew in importance. Many tasks, such as advertising and sales
promotion, became increasingly complex. One solution was to split the mar-
keting function, a trend that is still continuing. New departments were and
are being organized for the performance of specialized marketing tasks.
Marketing activities today are carried on not only by the sales department,
but by such departments as advertising, marketing research, export, sales
promotion, merchandising, traffic and shipping, and credits and collections.
In spite of this growing fragmentation of marketing operations, the sales
department still occupies a strategically important position. The underlying
responsibility for the making of sales has not shifted elsewhere. Businesses
continue to rely upon their sales departments for the inward flow of income.
It has been aptly said that the sales department is the income-producing
division of business.
SALES MANAGEMENT
“Sales management” originally referred exclusively to the direction of sales

force personnel. Later, the term took on broader significance—in addition
to the management of personal selling, “sales management” meant manage-
ment of all marketing activities, including advertising, sales promotion, mar-
keting research, physical distribution, pricing, and product merchandising.
In time, businesses, adopting academic practice, came to use the term
“marketing management” rather than “sales management” to describe the
broader concept. Then, the Definitions Committee of the American Mar-
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4 Sales and Distribution Management; Decisions, Strategies, and Cases
keting Association agreed that sales management meant “the planning,

direction, and control of personal selling, including recruiting, selecting,
equipping, assigning, routing, supervising, paying, and motivating as these
tasks apply to the personal salesforce.”1
The American Marketing Association’s definition made sales manage-
ment synonymous with management of the sales force, but modern sales
managers have considerably broader responsibilities. Sales managers are
in charge of personal-selling activity, and their primary assignment is man-
agement of the personal sales force. However, personnel-related tasks do
not comprise their total responsibility, so we call their personnel-related
responsibilities “sales force management.”
Sales managers are responsible for organizing the sales effort, both
within and outside their companies. Within the company, the sales man-
ager builds formal and informal organizational structures that ensure
effective communication not only inside the sales department but in its
relations with other organizational units. Outside the company, the sales
manager serves as a key contact with customers and other external publics
and is responsible for building and maintaining an effective distribution
network.
Sales managers have still other responsibilities. They are responsible
for participating in the preparation of information critical to the making
of key marketing decisions, such as those on budgeting, sales quotas, and
territories. They participate—to an extent that varies with the company—in
decisions on products, marketing channels and distribution policies, adver-
tising and other promotion, and pricing. Thus, the sales manager is both
an administrator in charge of personal-selling activity and a member of the
executive group that makes marketing decisions of all types.
Sales management is a vital function in many kinds of enterprises.
Manufacturing and wholesaling businesses encounter a broad range of
problems in sales management. Retail institutions, small and large, have
sales management problems, even though the differences (when com-
pared to the problems of manufacturers and wholesalers) are so great
that retailing problems (at least in the academic world) are ordinarily
considered separately. But some retailers have sales management prob-
lems more akin to those of manufacturers and wholesalers than to those
of other retailers—the computer hardware dealer, the pharmaceutical
distributor, and the direct-to-consumer marketer all are in this category.
Firms selling intangibles, such as the insurance company, the consultant,
the mutual fund, and the airline have problems in sales management.
1
American Marketing Association, Committee on Definitions, Marketing Definitions
(Chicago: American Marketing Association, 1960), p. 20.
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CHAPTER 1: Sales Management and the Business Enterprise 5
Sales management problems exist even in companies not employing

sales personnel as, for example, in the company that uses manufactur-
ers’ agents (rather than its own sales personnel) to reach its markets;
indeed, the problems of managing a sales force of “independent out-
siders” often are more complex than when sales personnel are on the
company payroll.
OBJECTIVES OF SALES MANAGEMENT
From the company’s viewpoint, there are three general objectives of

sales management: sales volume, contribution to profits, and continuing
growth. Even though these objectives are important to an organization,
the objectives, relating to sales-volume, market share and profitability
are greatly affected by the effectiveness and efficiency with which the
sales-function is managed. Sales executives, of course, do not carry the
full burden in the effort to reach these objectives, but they make major
contributions. Top management has the final responsibility, because it is
accountable for the success or failure of the entire enterprise. Ultimately,
too, top management is accountable for supplying an ever-increasing vol-
ume of “socially responsible” products that final buyers want at satisfac-
tory prices.
Top management delegates to marketing management, which then
delegates to sales management, sufficient authority to achieve these three
general objectives. In the process, objectives are translated into more spe-
cific goals—they are broken down and redefined as definite goals that the
company has a reasonable chance of reaching. During the planning that
precedes goal setting, sales executives provide estimates on market and
sales potentials, the capabilities of the sales force and the intermediaries,
and the like. Once these goals are finalized, it is up to sales executives to
guide and lead the sales personnel and intermediaries, who play critical
roles in implementing the selling plans.
Hence, sales management is influential in charting the course of
future operations. It provides higher management with informed esti-
mates and facts for making marketing decisions and for setting sales and
profit goals. Largely on sales management’s appraisal of market oppor-
tunities, targets are set for sales volume, gross margin, and net profit in
units of product and in dollars, with benchmarks of growth projected
for sales and profits at specific future dates. Whether or not these targets
are reached depends upon the performance of sales and other marketing
personnel.
01-ch01.indd 5 6/19/2017 12:42:25 PM

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seven days to take me up the river to Youri. I said I was much
obliged to the sultan of Youri, but that I did not intend going that way,
as the war with the Fellatas had shut up the communication between
Bornou and Youri; that with his permission I would go by the way of
Koolfu and Nyffé, where there was no war. He said I was right, and
that it was good for me that I had come to see him; that I should take
what path I chose.
We then parted, he ordering his head man to take me to a house.
He would have come with me himself, but the midaki pulled him
back; she had acted, during the time I was there, as prompter. The
sultan is a fine looking young man, about twenty-five or twenty-six
years of age, five feet ten inches high, with a high forehead, large
eyes, Roman nose, decent lips, good teeth, short chin covered with
about an inch and a half of beard, more of a spare than robust make.
He was dressed in a white tobe, striped Moorish kaftan, with a red
Moorish cap on his head. The midaki appears somewhat older,
below the middle size, with nothing remarkable about her but her
voice, and a winning womanish way, sitting on his left side, a little
behind him, with her arm half around his neck. His house does not
differ from those of other people, except the huts being a little larger,
and surmounted by ostrich eggs. I found my house a very good one,
with three rooms or huts, and a shade for the heat of the day; and
the sultan and midaki sent me a sheep, yams, fish, milk, honey, and
eggs.
Friday, 31st.—This morning I waited on the sultan with my
present, which consisted of eight yards of red cloth, eight yards of
blue, eight yards of silk, a blue silk umbrella, an African sword, three
pair of white cotton stockings, three pair of gloves, two phosphorus
boxes, three clasp-knives, and three pair of scissars, a mock-gold
chain, beads, and coral; for the midaki, pictures of the king, and royal
family, &c. I displayed my present to the best advantage, and
explained the uses of the different articles. The sword he was
delighted with, and the chain, I saw, had won the midaki’s heart. She
first put it around her own neck, then taking it off, and putting it
around the sultan’s, looked up in his face with as sweet an
expression of countenance as ever I saw. Upon the whole, my
present appeared to have the effect I wished. After giving me a great
many thanks, and the presents were taken away, he began again
about Youri: said, that Yarro of Kiama had informed him that I was
going there. I said, I meant to have gone there, but that I should now
defer my visit until my return; that the rains were now at hand; that
by the way of Youri there was war, and I could not get to Bornou
before the rains; that remaining in Youri or Houssa during that
season would kill me, and they had better put a sword through me at
once than detain me. He said there was no sultan between Koolfu
and Guari. I told him the taja had engaged to find me bullocks to
carry my baggage to Kano. He then asked me when I wished to go
away. I replied, “To-morrow.” “Well,” says he, “you shall go in the
afternoon.” I said I would prefer daybreak, as I wished to make
observations at the river side, and see my baggage safely over. I had
some apprehension that the king of Youri, should he hear that I am
going by the way of Koolfu, might outwit me; on which account I
mentioned my preferring to travel in the morning. “Well,” says he,
“you shall go when you please.”
This point being settled, I asked him to lend me a horse and
saddle, which he promised to do. I next inquired of him after some
white men who were lost in the river near this place twenty years
ago. He seemed rather uneasy at this question, and I observed that
he stammered in his speech. He assured me he had nothing
belonging to them; that he was a little boy when the event happened.
I said, I wanted nothing but the books and papers, and to learn from
him a correct account of the manner of their death; and that with his
permission, I would go and visit the spot where they were lost. He
said no, I must not go; it was a very bad place. Having heard that
part of the boat still remained, I asked him if it was so: he replied,
that such a report was untrue; that she did remain on the rocks for
some time after, but had gone to pieces and floated down the river
long ago. I said if he would give me the books and papers it would
be the greatest favour he could possibly confer on me. He again
assured me that nothing remained with him, every thing of that kind
had gone into the hands of the learned men; but that if any were now
in existence he would procure them and give them to me. I then
asked him if he would allow me to inquire of the old people in the
town the particulars of the affair, as some of them must have seen it.
He appeared very uneasy, gave me no answer, and I did not press
him further. In the afternoon the sultan came galloping up in front of
my house, a man running after him, holding the umbrella I had given
him; but the bearer could not keep up with the horse, or hold it over
his head.
In the evening I was visited by the sultan and midaki, and the king
of Youri’s messenger with them. The messenger said his master had
sent provisions and every thing for my voyage up the river to Youri. I
told him I could not but feel much obliged to the king of Youri for his
kindness; but that the rains were close at hand, and the road
between Youri and Bornou shut up by the war; that on my return,
after the rains, I should certainly visit the king, for his kindness on
this occasion. The sultan of Boussa said I should be making an
enemy of the king of Youri if I went away without seeing him or
sending him a present. I said I really had nothing here to give; that if
the messenger of the king of Youri would accompany me to the ferry
where my baggage was, I would give him as good a present as I was
able; but that I had now very little to give. The Youri messenger was
very anxious that I should go with him; but the midaki, whose heart
the gold chain has won, fairly beat him off the field, and it was
decided that I am not to go to Youri. The sultan made a great many
inquiries about England, and asked me two or three times if I had not
come to buy slaves. I laughed in his face, and told him there was
nothing we so much abhorred in England as slavery; that the king of
England did every thing to prevent other nations buying slaves; that
the slave trade was the ruin of Africa; that Yourriba presented
nothing but ruined towns and deserted villages, and all caused by
the slave-trade; that it was very bad to buy and sell men like bullocks
and sheep. It was now nearly dinner-time, and he said he would
come and see me at night.
At eight in the evening the sultan came, accompanied by the
midaki, and one male slave. He began again about Youri; but I
repeated what I had said before. He then asked me if the king of
England was a great man. “Yes,” I said, “the greatest of all the white
kings.” “But,” says he, “you live on the water?” “Oh no,” I said, “we
have more land than there is between Boussa and Badag (as they
call Badagry), and more than five thousand towns.” “Well,” says he,
“I thought, and always have heard, that you lived on the water. How
many wives has the king?” “Only one wife,” I said. “What!” says he,
“only one wife?” “Yes,” says I; “no man is allowed more than one
wife, and they hang a man if he has two at one time.” “That is all very
good for other men,” says he; “but the king having only one wife is
not good.” When I told him, if the king had a daughter and no son,
she would rule the kingdom at her father’s death, he laughed
immoderately, as did the midaki, who was apparently well pleased
with the idea of only one wife, and a woman ruling. I asked him who
were the first people who inhabited this part of the country. He said
the Cambrie; that his ancestors were from Bornou; that the sultan of
Niki was descended from a younger branch of his family; that his
ancestors and people had come into this country a long time ago;
that his family were descended from the sultans of Bornou; and that
they had paid the latter tribute until, of late years, the road had been
shut up; but that he would pay it all up whenever the road was open;
that the sultans of Youriba, Niki, Kiama, Wawa, and Youri, paid
tribute to Bornou. I then asked him at what place the river entered
the sea. He replied he did not know: but he had heard people say it
went to Bini, which is the name they give to Bornou. I asked if he had
ever seen any of the Bini people, or if they come up as far as this by
the river. He said, no, he had never seen any of them; that he
understood they never came higher up the river than Nyffe or Tappa
(as they call Nyffe). He remained with me until near morning, and
when he was gone, finding I could not sleep, and hearing the sound
of sweet-toned instruments, I sent for the musician, and made him
play and sing to me. On sending him away, I desired him to call in
the morning and I would pay him, and to bring his instrument with
him.
Saturday, 1st April.—Morning cool and cloudy, with a little rain.
The Houssa musician came to his appointment, and I made him play
and sing. I made a sketch of his instrument, which I asked him to sell
to me; but he said he had played on it to his father and mother, and
they were pleased with it; they were now dead, and he would not
part with it. My servant Ali was cooking a fowl for my breakfast, and
having occasion to call him, he came with a knife in his hand; on
seeing which, the musician started, and ran as if he had been going
to be put to death instantly. The women in the house, when they saw
him run, rolled on the ground, and laughed at the poor man’s fright.
After breakfast I visited the sultan, and asked him to be allowed to
depart, as my baggage was to have been at the river-side yesterday.
He said I must not leave him to-day, and that when I came back I
must stay forty days with him. I was visited by a great number of
people, amongst which were many Fellatas, the chief of whom sent
me a sheep, honey, and milk. The sultan, when I inquired of him
again to-day about the papers of my unfortunate countrymen, said
that the late imam, a Fellata, had had possession of all the books
and papers, and that he had fled from Boussa some time since. This
was a death-blow to all future inquiries here; and the whole of the
information concerning the affair of the boat, her crew, and cargo,
which I was likely to gain here, I have already stated. Every one in
fact appeared uneasy when I asked for information, and said it had
happened before their remembrance, or that they did not see it. They
pointed out the place where the boat struck, and the unfortunate
crew perished. Even this was done with caution, and as if by stealth;
though, in every thing unconnected with that affair, they were most
ready to give me what information I asked; and never in my life have
I been treated with more hospitality or kindness.
The place pointed out to me, where the boat and crew were lost,
is in the eastern channel: the river being divided into three branches
at this place, not one of which is more than a good pistol-shot
across. A low flat island, of about a quarter of a mile in breadth, lies
between the town of Boussa and the fatal spot, which is in a line,
from the sultan’s house, with a double-trunked tree with white bark,
standing singly on the low flat island. The bank is not particularly
high at present, being only about ten feet above the level of this
branch, which here breaks over a gray slate rock, extending quite
across to the eastern shore: this shore rises into gentle hills,
composed of gray slate, thinly scattered with trees; and the grass at
this season gives it a dry and withered appearance.
The city of Boussa is situated on an island in the river Quorra, and
is in latitude 10° 14′ north, longitude 6° 11′ east. The course of the
Quorra here is from north-north-west to south-south-east by
compass; and, as they informed me, is full of islands and rocks as
far up the river as they were acquainted with it, and the same below.
Boussa stands nearest the westernmost branch, which is called by
the natives the river Menai; the other two branches have no other
name than the Quorra. The Menai’s stream is slow and sluggish;
those of the other two strong, with eddies and whirlpools breaking
over rocks, which in some places appear above water. Boussa
island, as I shall call it, is about three miles in length from north to
south, and a mile and a half in breadth at the broadest part. A ridge
of rock, composed of gray slate, runs from one end of the island to
the other, forming a precipice from twenty to thirty feet high on the
eastern side, and shelving gently down on the west: below this
precipice extends a beautiful holm or meadow, nearly the whole
length of the island, and about three hundred yards broad, to the
banks of the river, where there are several rocky mounds, on which
villages to the number of four are built. The wall of Boussa is about a
quarter of a mile from the banks of the Menai, and unites with the
two extremities of the rocky precipice, where they fall in with the
banks of the river; and may be about three quarters of a mile or a
mile in length. The houses are built in clusters, or forming small
villages, inside the wall, not occupying above one-tenth of the
ground enclosed. Outside the walls, on the same island, are several
villages, with plantations of corn, yams, and cotton. The language of
the people of Boussa is the same as the other states of Borgoo, and
appears to be a dialect of the Yourriba: but the Houssa language is
understood by all classes, even by the Cambrie. I should not think
that the whole of the inhabitants living between the wall and the river
amounted to more than ten or twelve thousand; but I was informed
that the state of Boussa was more populous than all the other
provinces of Borgoo; and that, next to Houssa, the sultan of Boussa,
from that state alone, could raise more horse than any other prince
between Houssa and the sea. The inhabitants, with a very few
exceptions, are pagans, as is the sultan, though his name is
Mohamed. Milk is his fetish, and which he, therefore, does not taste.
This I learnt when he drank tea with me. They eat monkeys, dogs,
cats, rats, fish, beef, and mutton; the latter only on great occasions,
or when they sacrifice. This morning when I was with the sultan, his
breakfast was brought in, which I was asked to partake of. It
consisted of a large grilled water-rat with the skin on, some very fine
boiled rice, with dried fish stewed in palm oil, and fried or stewed
alligators’ eggs, and fresh Quorra water. I eat some of the stewed
fish and rice, and they were much amused at my not eating the rat
and the eggs. Their arms are, the bow, sword, spear, and a heavy
club of about two feet and a half in length, bent at the end and
loaded with iron: their defensive armour is a tanned leather shield, of
a circular form, and the tobe or large shirt gathered in folds round the
body, and made fast round the waist with a belt.
From the front of the Sultan’s house they pointed out to me a high
table-topped mountain, bearing by compass north-north-east, distant
from twenty-five to thirty miles. On the south-west side of this
mountain they say Youri lies; and the Quorra runs past the west end
of the mountain.
When I went to take leave of the sultan and midaki, the latter
made me a present of a fine young native horse; his brother, a fine
young man, accompanied me; the head man, or, as he is called, the
avoikin sirka and the principal people of Boussa, also accompanied
me to the banks of the Menai, when I crossed and took leave of
them; the messenger of the sultan of Boussa, and a messenger of
the king of Youri, to whom I had promised to deliver a present for his
master when I got to the ferry, attending me. Thus ended my visit to
Boussa.
CHAPTER IV.
JOURNEY FROM BOUSSA, ACROSS THE FERRY OF THE QUORRA,

BY GUARRI AND ZEGZEG, TO THE CITY OF KANO.
Leaving the banks of that branch of the Quorra called Menai at

10.30 in the morning of the 2d of April, I travelled on the Wawa road
as far as the Cambrie villages mentioned on my way to Boussa.
Here we turned off south-south-west ½ west., sometimes near the
banks of the river; the road winding, woody, and rocky, and cut up
into deep ravines, in which there were pools of water, and near
which were the traces of numerous wild beasts, but few were seen,
and those were of the large species of antelope. At 2 P.M. halted at
one of the rocky ravines to water the horses. I heard the Quorra
roaring as if there was a waterfall close at hand. I ascended the high
rocky bank of the ravine, and the rocky ridge which here formed the
banks of the river, where I saw the stream rushing around two low
rocky and wooded islands and among several islets and rocks, when
taking a sudden short bend to the westward, the waters dashed with
great violence against the foot of the rock on which I sat, and which
might form a precipice of about fifty feet high above the river. Just
below the islands, and nearly half way across, the river had a fall at
this time of from three to four feet; the rest of the channel was
studded with rocks, some of which were above water. It occurred to
me that even if Park and Martin had passed Boussa in safety, they
would have been in imminent danger of perishing here, most likely
unheard of and unseen. When I attempted to get up and mount my
horse, after finishing a rough sketch of the scene, I was taken with a
giddiness, and lost the use of my limbs and sight. They carried me
under the shade of a tree, where I broke into a profuse perspiration;
and at 3.30 being much relieved, I mounted and rode half an hour,
when I halted at a village of the Cambrie, called Songa, the
inhabitants of which gave me the best hut in the village: but bad was
the best; it was infested with rats, scorpions, and centipedes, and the
furniture consisted of old nets, rotten wood, and broken gourds: I
therefore left it, and remained on a mat in the open air all night. The
head man of the village gave me a sheep and some yams, and at
my request sent one of his young men to the ferry, to see if my
baggage and servants had arrived. I gave the sheep and yams to the
two messengers and their attendants. The young Cambrie man
returned about midnight with an answer from the taya, saying that
Richard would be up with the baggage at the ferry in the morning.
Monday, 3d.—Morning clear and cool. These Cambrie appear to
be a lazy, harmless race of negroes; and, as I was informed, inhabit
the villages in the woods near the Quorra, in the states of Boussa,
Wawa, and Youri. They plant a little corn and yams, and keep a few
sheep and goats. The men employ their time in hunting, fishing, and
sleeping; the most laborious work falling on the women. They are
apparently a mild people; in general tall; more stupid-looking than
wild; go with very little clothing, seldom any thing more than a skin
round the waist. The young people of both sexes go entirely naked
until they have cohabited, when they put on a skin, or tobe, as their
circumstances will afford. They are, from their unwarlike and mild
dispositions, often very ill used and imposed upon. When any of their
rulers has a sudden demand for slaves or sheep, they send and take
away from the poor people their children or their flocks; and any of
the slaves of the sultans passing through their villages live at free
quarters. They are pagans; and their temple here was a platform
raised about five feet from the ground, on which were piled the
heads of the hippopotamus and the alligator. The upper and under
jaws of the alligators appeared in all to be of an equal length. I took
some of the teeth from one that was last offered. Their language
differs from that of the surrounding inhabitants.
The Quorra at this village was in one whole stream, and not
above three-fourths the breadth of the Thames at Somerset House
at high water, with a current from about two to two and a half or three
knots: the colour of the water red and muddy: the banks on each
side the river rising to the height of forty-five or fifty feet; in some
places rocky: about a quarter of a mile below, it divided into three
rocky streams.
At 7.30 A.M. left Songa: the road through a woody country, cut up
by deep ravines with very rocky beds: the rocks mostly of red and
gray granite. At 9 A.M. passed between the east end of a rocky hill,
composed of porphyry, and the river; the hills on the east side
appearing of the same: the river running with great force through this
natural gap, which appeared as if cut on purpose to let the waters
through. The river between Songa and this is full of rocky islets and
rapids. After having passed the hill about a mile, the western bank
shelved away from the river, leaving a high ridge by the river side,
composed of sand and clay, with occasionally ridges of clay-slate,
between which and the high ground it appeared as if it had formerly
been the bed of the river, and is now a swamp. The ridge close to
the river was studded with villages; the river full of small rocky
islands, and occasionally rapids. At 10.30 arrived at the village of
Comie, or, as it is more commonly called, Wonjerque, or the king’s
ferry. Here the river is all in one stream; and this place is the great
ferry of the caravans to and from Houssa, Nyffé, &c. The village is
built on the high ground, the bank shelving gradually down to the
river side, where there is a second temporary town composed of the
huts of the merchants: here and in the village all was bustle and
confusion. A caravan going to Gonja was halted on the eastern
bank; on the western, the goffle from Gonja, with kolla nuts, &c. The
village was filled with horses and men dressed out in their gayest
trappings: here merchants were offering horses for sale; there their
slaves, with gay glass beads, cords of silk, unwrought silk, and tobes
and turkadoes for sale; some dancing and drumming; while others,
more wicked, were drinking and rioting. I was provided with a good
house, and received presents of milk, honey, eggs, ducks, sheep,
and goats, as soon as it was known I had arrived; but I returned the
whole of them, and said I would accept of nothing until my servants
and baggage arrived. Several people came and said they had left
Wawa early in the morning, and that my baggage was on the road.
The widow Zuma, who is at a neighbouring village, sent me boiled
rice and a fowl, and also an invitation to go and stop at her house
until my things came, and I should cross the river; but my anxiety for
my baggage, and my being rather unwell, prevented me accepting
her invitation. I had a visit from the taya, who declares the baggage
will be here in the course of a short time. He has now changed his
tone: he says I must buy bullocks and pay for them at once, as he
will not carry my baggage: he will buy the bullocks for me, and find
men to drive them; that he will sell me those which he has bought
from the widow; and that he will trust to my generosity for a present
when I arrive at Kano; that my baggage, he said, would be here
directly, and advised me to go and stop at the widow’s until it came.
Towards evening my anxiety was very great on account of my
baggage, as no appearance of it, or any tidings that I could depend
upon was to be learnt. The governor’s son of Wawa, who is here,
offered to go to Wawa and see what was the reason they had not
come.
Tuesday, 4th.—I found on his return from Wawa, to my great
surprise, that my baggage would not be allowed to come until the
widow Zuma went back to Wawa. “What have I to do with the
widow?” I asked him. “Yes, you have,” says he, “and you must come
back with me and fetch her.” “Not I,” I answered; “what have I to do
with her? If I were governor of Wawa I would bring her back if I
wanted her, but I am a stranger.” “Then,” says he, “I will go if you will
send a token and a message, to say I come from you.” I gave him
my umbrella, but no message, declaring I would not send any. The
governor’s son went to the widow, and I went to Wawa, where I
arrived at noon. My trusty servant Richard arrived at the same
instant from Boussa, where he had been to seek me, and acquaint
me of the detention of my property: his only guide, a boy whose
language he did not understand, or any other but his own native
English. He had seen the sultan and midaki, who understood from
the little boy who accompanied him what he had come for. They
treated him with great kindness, making him remain all night; and in
the morning sent him with two armed men to protect him and to find
me, and to desire the governor of Wawa to allow my things to go
instantly: a convincing fact that the minds of men here must be much
changed for the better since the days of Park and Martin. He had left
Wawa yesterday, to come and inform me of the detention of my
baggage, and the cause why; which was the widow Zuma’s having
left Wawa about half an hour after I did, with drums beating before
her, and a train after her, first calling at my house before she waited
on the governor; giving Pascoe a female slave for a wife, without the
governor’s permission, which I had allowed him to accept; and the
widow’s declaration before she went away, that she intended
following me to Kano, and come back and make war on the
governor, as she had done once before.
I was glad to find all my things safe; and was more amused than
vexed to think that I had been so oddly let into the politics of Wawa,
and that the old governor meant me no harm, but just to let me see
his consequence before I left Wawa. I certainly never would have
thought that the widow Zuma would have been at the head of the
malcontents in Wawa. I was now let into their politics with a
vengeance; and it was believed I was taking a very great share in
them. It would have been a fine end to my journey indeed, if I had
deposed old Mohamed, and set up for myself, with a walking tun-butt
for a queen.
I sent to the governor the instant of my arrival at Wawa, to say I
was ready to wait on him. I had tea to refresh me and clear up my
ideas; and went, accompanied by his head man. My servant Ali
brought the rifle, which was loaded; but I ordered him back with a
severe reproof, as I always make a point of going unarmed; as the
least show of fear or distrust would most likely cause me to pay
dearly for my unnecessary caution. The head man said, “Ah! dua,
dua,” or that I had taken medicine to keep me from harm. I found the
governor just roused from his noon-day nap, which was done by
sound of horn. I put on as many smiles as I was master of, shook
hands with him, and asked how he did, and how he had been since I
last was blessed with the sight of him. I told him that I had seen the
sultan of Boussa, and said what a good and generous man he was;
and how well he and the midaki, his wife, and the governor’s sister,
had behaved to me. I then said, I was surprised that my things had
not come to the water side, according to his promise. He asked if the
widow was not going to take them, as he thought she was. I said, I
had nothing to do with the widow; I was a servant of the king of
England, and it was to him I looked; that I did not know the widow
before I came here. “Is she not going to Houssa with you? if she is
greater than me, let her take them.” I said, no; it was he, and not the
widow: I had nothing to say to her; and I would thank him to send me
and my things off as soon as possible. “As soon as the widow comes
back,” says he, “you shall go, not until then: send for her.” I said, I
would not send for her; I had nothing to do with her. “You allowed
your servant to take a female slave from her; send her back; and if
the widow comes back to-night you shall go to-morrow.” I said, as to
the widow’s coming or going, it was nothing to me: with respect to
Pascoe’s returning the girl, that was his affair; and that no offence
had been meant to the governor in allowing him to accept her. He
said, return her, and he would give him another; and if the widow
came to-night I should go in the morning: she was his enemy, and
was gone to stir up war against him, as she had done once before. I
said, he might blame his head man for my acquaintance with the
widow: he was present when she first came to my house; and, as
she was an enemy of the governor, he ought to have told me then,
and I, as a stranger, and the governor’s guest, would not have
allowed her to come to my house. We parted after this, and in the
evening he sent me a present of one fowl, yams, milk, and honey.
Wednesday, 5th.—This morning the widow arrived in town, with a
drummer beating before her, whose cap was bedecked with ostrich
feathers; a bow-man walking on foot at the head of her horse; a train
behind, armed with bows, swords, and spears. She rode a-straddle
on a fine horse, whose trappings were of the first order for this
country. The head of the horse was ornamented with brass plates,
the neck with brass bells, and charms sewed in various coloured
leather, such as red, green, and yellow; a scarlet breast-piece, with a
bright brass plate in the centre; scarlet saddle-cloth, trimmed with
lace. She was dressed in red silk trowsers, and red morocco boots;
on her head a white turban, and over her shoulders a mantle of silk
and gold. Had she been somewhat younger and less corpulent,
there might have been great temptation to head her party, for she
has certainly been a very handsome woman, and such as would
have been thought a beauty in any country in Europe.
After the heat of the day was over, I went to the governor, Pascoe
having previously sent back his wife to the widow. They parted
without reluctance, though he declared that she had fallen in love
with him at first sight. She was the second wife the old fellow has
had since we left Badagry: the first he got at Jannah; she turned out
to be a thief, a jade, and used to get drunk with the king’s wives at
Katunga, for which I was obliged to order her out of the house; but
Pascoe, with tears in his eyes, begged me to forgive her, as she
really loved him, and he loved her. I was not sorry when I heard, the
day we left Katunga, that she had walked off with all the coral and
other little trinkets which Mrs. Belzoni had given him before he left
England, as I trusted it would be a lesson to him in future. I told the
governor that the widow was now arrived, and I wished he would
send me off according to his promise. He said, he did not know that
she had arrived, but would send for her. He again repeated what he
had said yesterday, and so did I; to which I added that I should be
sorry if such a foolish affair should have any effect on the good
understanding that existed between him and me before I went to
Boussa. The widow arrived, having stripped off her finery, and put on
only a common country cloth around her, and one female slave in
attendance. She saluted the governor according to the custom of the
country; that is, by kneeling down on the ground on her knees and
elbows, with the palms of her hands before her face. It was some
time before the governor spoke: he then began, and gave her a
lecture on disobedience and vanity, and asked her where she was
going: she said, after some slaves of hers who had run away and
gone to Nyffé: with which excuse, after his telling her she did not
speak the truth, she was dismissed; and when she got outside the
coozie, or hut, she shook the dust from her cloth with the greatest
contempt. “That,” says he, “is a bad woman; none of the sultans like
her; she will not pay duty on any thing: but you shall go to-morrow.” I
went home, determined never to be caught in such a foolish affair in
future, as my last journey ought to have taught me never to make
friends of the opposition party in any place, for they were always
sure to lead to trouble, if not mischief.
As the governor said I should go to-morrow, I took him at his
word, and accordingly left Wawa the second time, determined that
politics should never bring me back to the place again. We halted at
a village of the Cambrie, remained here an hour, then proceeded an
hour, and halted at another, where the gentlemen seized a sheep, as
they had done at the former place. I gave them a severe lecture,
which they listened to very quietly, but killed the sheep, lighted a fire,
and roasted it with the skin on, before the poor Cambrie its owner. In
the evening I arrived at the ferry, where I had an excellent house,
and plenty of presents of sheep, eggs, and honey, sent to me and
my friends: the carriers arriving at sunset with the baggage, and
living at free quarters on the inhabitants, as they had done on the
Cambrie.
Being unwell, I remained at the ferry three days; and on the 10th,
about noon, having got all my baggage over, I crossed the Quorra,
which at this time was about a quarter of a mile in width, running at
the rate of two miles an hour, and in the middle ten or twelve feet
deep. The ferry is crossed by canoes of about twenty feet long and
two broad. Cattle are occasionally made to swim over.
The four rogues of slaves wanted to cheat me out of my horse,
and urgently invited me to pass over first. I told them, when I saw the
horses fairly over I would go, but not until then: at which they were
evidently much disappointed; and as it was, they succeeded in
cheating me out of one which the governor had lent me.
The master of the house in which I lived in Comie, a very
respectable man, and formerly head man to the king of Nyffé, but
who had fled to escape the civil war, told me that the river was full of
rocks and islands nearly the whole way to the sea, which it entered
at the town of Fundah; that the people of that country visited the
southern parts of Nyffé; that the people of Benin came up by land,
and had the river to cross, as they never travelled by water if they
could avoid it, it being against their fetish; that the river farther down
ran more to the eastward, until joined by the river Kadania, flowing
from the east, when it turned to the west, and fell into the sea.
I now proceeded on my journey towards Kano, and having
travelled about six miles, came to a walled village called Dallu; and
beyond that five miles to El Wata, which appeared to be inhabited by
blacksmiths. Though the village was small, I counted, on the way to
where I was to lodge, four large blacksmiths’ shops with five forges
in each. The blacksmiths were very civil to me; they gave me their
best house, some corn for my horses, and a goat and some yams.
The natives of Borgoo, of whom I have now taken leave, and to
whom the Arabs and their neighbouring nations give such a bad
character for theft and robbery, always behaved honestly to me. I
never lost the smallest article while amongst them. I have travelled
and hunted alone with them, and myself, servants, and baggage,
have been at their mercy. I ever found them cheerful, obliging, good-
natured, and communicative; and the plundering of the sheep, goats,
&c. from the villages, by the slaves of Yarro and Mohamed of Wawa,
was not the act of natives of Borgoo, but of Houssa; as were the four
messengers of Wawa, who had also formed a design to plunder me.
These persons are nearly half-starved, and possessed with the idea
that it is only right their masters’ subjects should feed them when on
a journey, as they have no other provision but what they can catch in
this manner; and therefore all they can lay their hands on is
considered by them as good and lawful prize. They are more warlike
than any of their neighbours; more bold and independent also: and
parties of two or three will infest the roads of the neighbouring
kingdoms, and carry off passengers whom they may meet, and sell
them as slaves.
The kingdom, as I have already said, is divided into the petty
states of Niki, Kiama, Wawa, and Boussa, of which Boussa is
considered the head, Niki the next. The governors are all hereditary
as long as they can keep their place. These states sometimes make
war upon one another, when the sultan of Boussa interferes, and
makes both parties pay. The kingdom is bounded on the east by the
Quorra; on the south by Yourriba; on the west by Dahomey; and on
the north by a large country called Gourma, which they assert to be
inhabited by naked savages, but the Mahomedans say by a civilized
people, and governed by a powerful sultan. The country is eleven
days’ journey from north to south, and thirty from east to west: its
rivers are the Quorra, Moussa, and Oli: its mountains are the range
which passes through Yourriba, Youri, Zamfra, Guari, and Zegzeg.
The face of the country is partly plain and partly mountainous,
abounding in game of all the kinds common to Africa; and the
inhabitants are said to be great hunters. Through Borgoo the
caravans from Houssa and Bornou pass to Gonja and Yourriba.
They have few cattle, but plenty of corn, yams, plantains, and limes.
Their religion is paganism, but they offer no human sacrifices.
Tuesday, 11th.—Left El Wata, the country around which is well
cultivated. The ant-hills here are the highest I have ever seen, being
from fifteen to twenty feet high, resembling so many Gothic
cathedrals in miniature. Halted at another walled village to change
carriers, which, like El Wata, was also full of blacksmiths. In all the
villages I passed through to-day there is a fetish-house, or pagan
house of worship, in good repair; showing that the head people and
the majority of the inhabitants, though pagans, have a regard for
religion. Figures of human beings are painted on these houses, as
are also the boa, the alligator, and the tortoise. The country is well
cultivated, and planted with corn, and yams, and cotton. They have
plenty of sheep and goats, a few small horses, but no cows; and
large plantations of bananas and plantains are seen by the river
side. The blacksmiths are still in great numbers. They get their iron
ore from the hills, which they smelt where they dig it, and which is
done without mining. The taya paid me a visit, wishing me to remain
at this place to-morrow, as an army of the Fellatas were in Koolfu, on
their return to Sockatoo. He still shuffles off his bargain, and begged
hard that I would remain here until the day after to-morrow, as the
Fellatas would then be gone. I said I had nothing to do with the
Fellatas; they would not hurt me: that he had put me off from day to
day, always making a fresh bargain, different from the one he had
made before. I offered him half the money here, on his giving me
proper security; but he began haggling again, and went off without
coming to any certain agreement, as he has always done. I however
determined to get to Koolfu to-morrow if possible, as these Fellatas
are the very people I want to meet, more particularly if they are from
Sockatoo.
Wednesday, 12th.—In the afternoon of this day we halted at a
village, after crossing a wooden bridge over a stream called the May-
yarrow. It was rudely constructed of rough branches covered with
earth; long, and so narrow that two horses could not pass at one
time. It is the first I have seen in Africa. I remained here only a few
minutes, when I went to another village, where the carriers, after
setting the baggage down, ran off. As soon as myself and servants
arrived we were instantly surrounded by the whole male population
of the village, all armed with bows and arrows, their knives in their
hands, and bow-rings on their thumbs, perfectly ready for war. I
could not help being much amused at their uncalled for alarm; and to
prove to them how tranquil I felt, I dismounted from my horse, and
sat quietly down on the baggage, ordering my servants to do the
same. They pretended not to understand a word of the Houssa
language; for that they did not understand it was next to impossible,
as not a town or village between this and Badagry occurred in which
we did not find one or more that could speak that language; and the
Boussa messenger not having come up, we could not talk to them in
the Nyffé tongue. For a little time silence prevailed, when all at once
they seized on the baggage, each man taking something, until the
whole was gone. I now re-mounted, with my servants, and followed.
They ran along as fast as it was possible for them, and we rode after
them; at length we came to another village, where the people
understood Houssa, and asked what I wanted. I said, to stop all
night. These voluntary carriers however took up the baggage again,
and crossing the May-yarrow by a wooden bridge, entered the town
of Tabra, which is in fact the same town I had reached, the river
dividing it into two parts. Having also crossed, I was taken with my
things in front of the head man’s house; where they questioned and
cross-questioned me as to whether I was going to their king or not;
but to none of their questions did I think fit to give a direct answer.
When they found I was not disposed to commit myself they carried
my things to a house for the night. Here for the first time I had to buy
wood, grass, and corn: they always asking, “Where is the money?”
before they would give me any thing. I sent Ali off to the chief of the
Fellatas, with a letter addressed to Bello, as I find they leave Koolfu
at day-break. I therefore missed them by being detained and
humbugged on the road, through the manœuvres of the taya, who
was very anxious I should not see the Fellatas.
Thursday, 13th.—The whole of this day was spent in expectation
of my paying a visit to the queen of Nyffé, who is at present residing
here; but in the evening I was informed she could not receive me, as
the king her husband is absent, at a town called Raba, two days’
journey distant; but that I may see the king’s mother in the morning,
who will inform me when and how I am to proceed to Kano. During
the night thunder, lightning, and rain.
Friday, 14th.—After breakfast I went and visited the queen-
mother, according to last night’s arrangement; I took with me as a
present a Chinese crape shawl, part of a string of coral, and a mock
gold chain, and some silk. In the outer coozie of her house I found
mats spread for me, and a sheep-skin for her majesty. Her male
attendants were mostly all old men, without teeth. In this company I
remained for near a quarter of an hour. Then came in a number of
women past their teens, and seated themselves on the mats
opposite to me. They were decently dressed, in short check bed-
gowns, the manufacture of the country, with a stuffing in the breast,
which made them appear full-breasted. Around their loins they wore
striped cotton cloths, which reached down to their ankles. Their
woolly hair was dressed in the crest fashion; over which they wore a
cap flowered and ornamented with red and white silk; around which
there was tied a piece of check, flowered with white silk and fringed
at each end, the ends hanging down: this was about the breadth of a
broad riband. After sitting in profound silence for some time, they
looking at me and I at them; at last her majesty made her
appearance, dressed in a large white tobe or shirt. On her head she
wore a coarse green cloth cap with two flaps, and trimmed with red
tape. She was old, walked with a staff, and had only one eye. I rose
to receive her, and shook her by the hand. She sat down on the
sheep-skin, and I on the mat beside her. After asking after her
health, and she doing the same, and how I had fared on my journey,
I began to display my present before her, told her who I was, and
where I wished to go. She appeared much gratified with the present,
particularly the chain; said I ought to go and see her son the king,
who was only two or three days distant, and he would forward me to
where I wished, and be glad to see me. I said I would go with
pleasure, but the rains had now set in; and that I wished to proceed
on my journey with the taya; that I had a great number of books for
Bello, and the Sheik of Bornou, and they would all be spoiled if they
got wet; that this country was very sickly in the rains; and that three
white men who accompanied me had died already. She said she had
sent a messenger to her son the night of my arrival; that he would
return to-night or to-morrow morning, and he would bring orders to
say whether I was to go to Raba, or not; that if I went, they would
detain the taya until my return. I said, “Very well; but I must have a
horse, as both mine have sore backs.” I then took leave of her
majesty, as she is called. A native of Moorzuk, named Mohamed
Ben Ahmet, who has long resided in this country, served as my
interpreter. He is married to one of the king’s daughters; he is styled
in Nyffe El Magia. I had the following account from Ben Ahmet: that
this woman was the late king of Nyffe’s relation; that her son
Mohamed El Magia, who is a Mahometan, is fighting with the other,
who is called Edrisi and a pagan, for the kingdom; that Mohamed is
assisted by the Fellatas, and the other, who has the best right, by the
people of Nyffe; that Mohamed has gained every battle this summer,
and that there is no doubt of his gaining the day; that there is a
cessation of hostilities during the rains; that next summer will decide
the fate of Edrisi; that Mohamed can read and write Arabic; is a great
drunkard, but very generous.
Tabra is on the north bank of the river May-yarrow, over which is a
narrow wooden bridge, which will not bear a man and horse. This
bridge connects it to a part of the town on the other side the river,
which is also surrounded on the three sides by a wall. The two parts
may contain from eighteen to twenty thousand inhabitants; they are
the occasional residence of the Magia, who has a house here; and it
is also the place of his birth. His mother during his absence is
considered as governor assisted by the sirtain fada, or master of the
ceremonies. There appears to be plenty of sheep and goats, and
plantations of yams, plantains, calavances, millet, and limes. The
river is always full of water, and may be about twenty yards broad,
shaded with large trees; the banks rise with a gentle ascent from the
river, and are planted with yams, millet, &c. There are only a few
blacksmiths, but a great number of weavers. The inhabitants, with a
few exceptions, are pagans, and they all, men and women, have the

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Sales and Distribution Management

Decisions Strategies and Cases 6th

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Size: 172x235 mm Spine: 21 mm ISBN: 9789332587090 Territory line mQuest

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Strategic Brand Management, 4e

Author Kevin Lane Keller, Ambi M. G.

Sales Management_FM.indd 1 6/20/2017 10:46:12 AM

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norMan a.P. goVoni

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Published by Pearson India Education Services Pvt. Ltd, CIN: U72200TN2005PTC057128,

Sales Management_FM.indd 4 6/20/2017 10:46:12 AM

Sales Management_FM.indd 5 6/20/2017 10:46:12 AM

Sales Management_FM.indd 6 6/20/2017 10:46:12 AM

Part i PerSonal Selling and MarKeting

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2 Sales Management, Personal Selling,

3 Setting Personal-Selling objectives 43

4 determining Sales-related Marketing Policies 67

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Pricing Policy on Discounts Geographical Pricing Policies Policy on

5 Formulating Personal-Selling Strategy 87

Cases for Part 1 107

Part ii organiZing tHe SaleS eFFort

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Relation with Product Management Relations with Promotion

7 the Sales organization 155

8 Sales department relations 179

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Cases for Part ii 199

Part iii SaleS ForCe ManageMent

10 recruitment and Selection 233

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11 Sales training 251

12 Motivating Sales Personnel 271

13 Compensating Sales Personnel 287

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Types of Compensation Plans

14 Managing expenses of Sales Personnel 305

15 Sales Meetings and Sales Contests 315

16 Controlling Sales Personnel: evaluating

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Cases for Part iii 357

Part iV Controlling tHe SaleS eFFort

18 targets and Sales Management 413

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Sales Volume Targets Procedures for Setting Sales Volume Targets

19 Sales territories 433

20 Sales Control and Cost analysis 455