Books published by Wessex, Inc.

This text is intended for a nontechnical, issues-oriented economics course, usually a 100-levelcourse at four-year universities. It is often a general education course. The book is also appropriatefor two-year colleges and other institutions, as well as economic education programs forelementary and secondary teachers. Chapters are designed so that they can be taught in anyorder after Chapter 1. Each chapter includes references to other chapters that mention similartopics. Some of these references are provided in the "Roadmap" that begins each chapter.The goal of this book is to make students aware of social issues in the world around them and to facilitate their understanding of these issues and related policy options from an economic perspective. The hope is this would inspire students to become involved with the issues in order to make this a better world.Students are often unaware that the important issues of our day, even ones that directly affectthem-the environment, our healthcare system, our educational system, crime and drugs,and matters as weighty as war and peace-are rooted in economics. Furthermore, studentsoften set aside as too complex the issues that are recognized as economic, such as unemploymentand infl ation or trade and budget defi cits. They believe that these issues are better left forthe experts. Students need to know that all of these issues are indeed relevant to them andwithin their ability to understand. They need to comprehend these issues to make soundchoices and form intelligent opinions. Of course, before students are willing to commit themselvesto the lifelong learning of economics, they fi rst need to be convinced that it is relevantto their lives and that it is interesting!

In The Front-Line Sales Manager - Field General, our perspective is very straightforward. We believe the firm succeeds or fails based on the performance of its sellers. If sellers succeed in making their sales goals, all things equal, the firm makes profits, survives, and grows, and shareholder value increases. Conversely, if sellers fail, the firm fails, and no one gets a paycheck! Just ask former employees at Blockbuster, Kodak, Lotus, Sun, Toys 'R' Us, or any of the other tens of thousands of business organizations that fail annually. The key influence on seller success in today's complex and ever-changing business environment is the sellers' direct supervisor-the front-line sales manager. The FLSM hires and fires sellers, travels and visits customers with sellers, and closes sales with sellers. The FLSM leads, directs, and manages sellers; secures firm resources to assist the selling process; and is, by far, the dominant influence in sellers' work lives. Regrettably, the sales management literature has not given FLSMs the level of attention this role deserves. The Front-Line Sales Manager - Field General aims to redress this unfortunate reality.

Sociology is a highly organized discipline shaped by several theoretical perspectives or schools of thought. It is not merely the study of social problems or the randomvoicing of opinions. In this book, no single perspective is given greater emphasis; a balanced presentation of both functionalist theory and conflict theory is supplementedwhenever possible by the symbolic interactionist viewpoint. The book has received a great deal of praise for being cross-cultural in approach and for bringing in examples from a wide variety of societies. Sociology is concerned with the interactions of people wherever and whenever they occur. It would be shortsighted, therefore, to concentrate on only our own society. Often, in fact, the best way to appreciate our own situation is through comparison with other societies. We use our cross-culturalfocus as a basis for comparison and contrast with U.S. society.

The second edition of Sales Management: Shaping Future Sales Leaders was updated with new academic sources and practical examples that improve your students’ understanding of the material. Each chapter opening features a practicing sales manager who advised us about the chapter, and discusses how his or her firm manages its sales team. In each chapter you will find special boxed sections on ethics, technology, and/or global issues.At the end of each chapter we have added a new section, Managing Your Career, to help students better understand why the material is personally important to them. We also provide a suggested role-play for each chapter to engage the students and help reinforce chapter content. Plus, you will find two short cases (caselets) per chapter that students can read quickly, and that you can use to either introduce or summarize the chapter. These features really help make your classroom interactive!

"First edition published by Wessex, Inc., 2013"--T.p. verso.

At 186 pages and 20 chapters, Capon's Marketing Essentials provides the essence of marketing.Developed by popular request, Capon's Marketing Essentials highlights the key features of developing and implementing market strategy, in an easy-to-read and much smaller volume than either Managing Marketing in the 21st Century or Capon's Marketing Framework. What Capon's Marketing Essentials lacks in examples, it makes up for in conciseness. Students gain an excellent understanding of marketing.Capon's Marketing Essentials contains Internet links to additional material, video/audio interviews, and multiple choice and true/false questions and answers.

Human Resource Management (HRM) is a set of decisions systems that organizations can design and implementto increase the performance and productivity of their workforce. The major activities in HRM arerecruitment, selection, training, measuring performance, and compensating workers for their performance.The first two of these, recruitment and selection, focus on bringing high-ability individuals into the organizationand placing them in the appropriate jobs. Everyone agrees that having high-ability employees isessential to a successful organization. Recruitment activities inform appropriately skilled applicants externalto the organization about available positions within the organization. Successful recruitment presents informationabout the organization and the job to people in such a way that they become interested in possibleemployment. Recruitment should result in applications from people who have the appropriate abilities forthe available job. Selection is the set of activities that gathers systematic information from the applicantsand identifies those with the highest ability levels in order to offer employment. Training encompasses theactivities that both the new employees and existing employees complete in order to further develop the mostimportant abilities for the job. In the present global, competitive economy, excellent and frequent training isnecessary to make sure that employees can continue high performance. Measuring performance and compensating workers are the two fundamental principles for motivating employees. Measuring performanceclearly specifies to workers the main outcomes of their work. It also makes goal setting possible, whichresearch has found to be highly motivating in itself. Compensation should be designed so that employeesare rewarded at levels reflective of their performance. Think of this as the application of the psychologicalprinciple of reward/reinforcement.