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Sales Management

This 11th edition of Sales Management continues the tradition of blending the most
recent sales management research with the real-life “best practices” of leading sales
organizations and sales professionals.
Refecting today’s emphasis on analytics and customer experience (CX), this edition
focuses on the importance of employing different data-based selling strategies for dif-
ferent customer groups, as well as integrating corporate, business, marketing, and sales-
level strategies and plans. Sales Management includes coverage of the current trends and
issues in sales management, along with real-world examples from the contemporary
business world that are used throughout the text to illuminate chapter discussions.
The new 11th edition includes:

• Emphasis on data-driven decision making, ethics, the use of artifcial intelligence,

the customer experience, leadership, sales enablement technology, and new commu-
nication technologies;
• Updated end-of-chapter cases with application questions and role plays, along with
skill-building experiential exercises with discovery investigations and focused role
plays, which place students in the role of sales manager;
• Updated ethical dilemmas for students to practice ethical decision making;
• Revised ‘Sales Management in Action’ boxes;
• Multiple vignettes embedded in each chapter featuring sales management profession-
als and well-known companies discussing key topics from that chapter.

This text is core reading for postgraduate, MBA, and executive education students
studying sales management. An updated online instructor’s manual with solutions to
cases and exercises, a revised test bank, and updated PowerPoints is available to adopters.

Thomas N. Ingram is a Department Chair Emeritus and Professor of Marketing

Emeritus at Colorado State University, USA.
Raymond W. LaForge is the Brown-Forman Professor of Marketing Emeritus at
University of Louisville, USA.
Ramon A. Avila is the George and Frances Ball Distinguished Professor of Marketing
Emeritus and the founding director of the Center for Professional Selling at Ball State
University, USA.
Charles H. Schwepker, Jr. is the Randall and Kelly Harbert Distinguished Marketing
Professor at University of Central Missouri, USA.
Michael R. Williams is the American Floral Services Chair in Marketing and Professor
of Marketing at Oklahoma City University, USA, and Professor of Marketing Emeritus
at Illinois State University, USA.
Sales Management
Analysis and Decision Making

11TH EDITION

Thomas N. Ingram
Raymond W. LaForge
Ramon A. Avila
Charles H. Schwepker, Jr.
Michael R. Williams
Designed cover image: ipopba

Eleventh edition published 2024

by Routledge
605 Third Avenue, New York, NY 10158

and by Routledge
4 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN

Routledge is an imprint of the Taylor & Francis Group, an informa business

© 2024 Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker Jr.,
and Michael R. Williams

The right of Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker
Jr., and Michael R. Williams to be identifed as authors of this work has been asserted in
accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988.

All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form
or by any electronic, mechanical, or other means, now known or hereafter invented, including
photocopying and recording, or in any information storage or retrieval system, without
permission in writing from the publishers.

Trademark notice: Product or corporate names may be trademarks or registered trademarks,

and are used only for identifcation and explanation without intent to infringe.

Every effort has been made to contact copyright-holders. Please advise the publisher of any errors
or omissions, and these will be corrected in subsequent editions.

First edition published by Routledge 2003

Tenth edition published by Routledge 2019

Library of Congress Cataloging-in-Publication Data

Names: Ingram, Thomas N., author.
Title: Sales management : analysis and decision making / Thomas N. Ingram,
Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker Jr., Michael R. Williams.
Description: Eleventh edition. | Abingdon, Oxon ; New York, NY : Routledge, Taylor & Francis
Group, 2024. | Includes bibliographical references and index.
Identifers: LCCN 2023025546 (print) | LCCN 2023025547 (ebook) | ISBN 9781032426341
(hbk) | ISBN 9781032426358 (pbk) | ISBN 9781003363583 (ebk)
Subjects: LCSH: Sales management.
Classifcation: LCC HF5438.4 .I54 2024 (print) | LCC HF5438.4 (ebook) |
DDC 658.8/1—dc23/eng/20230906
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ISBN: 978-1-032-42634-1 (hbk)

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DOI: 10.4324/9781003363583

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Access the Support Material: www.routledge.com/9781032426358

 B r ie f C o n t e n t s

Preface xv
About the Authors xxi

Chapter 1. Changing World of Sales Management 1

Part 1. Describing the Personal Selling Function 13

Chapter 2. Overview of Personal Selling 15

Part 2. Defning the Strategic Role of the Sales Function 37

Chapter 3. Organizational Strategies and the Sales
Function 39
Chapter 4. Sales Organization Structure, Salesforce
Deployment, and Forecasting 71
Appendix 4. Developing Forecasts 109

Part 3. Developing the Salesforce 123

Chapter 5. Acquiring Sales Talent: Recruitment and
Selection 125
Chapter 6. Continual Development of the Salesforce:
Sales Training 161

Part 4. Directing the Salesforce 193

Chapter 7. Sales Leadership, Management, and
Supervision 195
Chapter 8. Motivation and Reward System
Management 221

Part 5. Determining Salesforce Effectiveness and

Performance 249
Chapter 9. Evaluating the Effectiveness of the
Organization 251
Chapter 10. Evaluating the Performance of
Salespeople 279
Glossary 313
Notes 323
Index 341

v
 C o n t e n t s

Preface xv
About the Authors xxi

Chapter 1. Changing World of Sales Management 1

Challenges in the Sales Organization
Environment 1
Sales Management Responses 2
Create Customer Value 3
Increase Sales Productivity 4
Improve Sales Leadership 4
Best Sales Organizations 6
Effective Sales Managers 7
Sales Management Process 7
Describing the Personal Selling Function 7
Defning the Strategic Role of the Sales
Function 8
Developing the Salesforce 9
Directing the Salesforce 9
Determining Salesforce Effectiveness and
Performance 10
Chapter Format 10
Concluding Statement 11
Sales Executive Panel 11

Part 1. Describing the Personal Selling Function 13

Chapter 2. Overview of Personal Selling 15
Hard Work Leads to Sales Success 15
The Role of Personal Selling in Marketing 16
The Signifcance of Personal Selling 16
Types of Sales Jobs 17
Key Roles of Salespeople 17
Trust-Based Relationship Selling Process 19
Selling Foundations: Knowledge, Skills, and
Trust-Building 19
Selling Strategy 22
Personal Selling Approaches 23

vii
viii Contents

Themes in Sales Professionalism 27

Complexity 27
Collaboration 27
Accountability 28
Sales Career Insights 28
Summary 30
Making Sales Management Decisions 34
Case 2.1: Food Services, Inc. 34
Case 2.2: Integrated Technology Specialists, Inc. 35

Part 2. Defning the Strategic Role of the Sales Function 37

Chapter 3. Organizational Strategies and the
Sales Function 39
Integrating Multilevel and Multiproduct
Strategies at Red Bull 39
Organizational Strategy Levels 40
Corporate Strategy and the Sales Function 41
Corporate Mission 41
Defnition of Strategic Business Units 42
Objectives for Strategic Business Units 42
Corporate Strategy Summary 44
Business Strategy and the Sales Function 44
Business Strategy Types 44
Business Strategy Summary 46
Marketing Strategy and the Sales Function 46
Advantages and Disadvantages of
Personal Selling 46
Target Market Situations and
Personal Selling 48
Marketing Mix Elements and
Personal Selling 49
Integrated Marketing Communication 50
Marketing Strategy Summary 51
Sales Strategy Framework 51
Organizational Buyer Behavior 51
Buying Situation 53
Buying Center 53
Buying Process 54
Buying Needs 55
Sales Strategy 55
Account Targeting Strategy 56
Customer Experience and Relationship Strategy 56
Selling Strategy 58
Sales Channel Strategy 58
The Internet 59
Distributors 59
Contents ix

Independent Representatives 60
Team Selling 61
Telemarketing 63
Trade Shows 64
Channel Confict 64
Summary 65
Making Sales Management Decisions 68
Case 3.1: My Home Superstores 68
Case 3.2: Global Tracker Technologies 69

Chapter 4. Sales Organization Structure, Salesforce

Deployment, and Forecasting 71
Improved Territory Design at New Balance 71
Sales Organization Concepts 72
Specialization 72
Centralization 74
Span of Control versus Management
Levels 74
Line versus Staff Positions 74
Selling Situation Contingencies 76
Sales Organization Structures 78
Geographic Sales Organization 78
Product Sales Organization 79
Market Sales Organization 80
Functional Sales Organization 81
Strategic Account Organization 81
Identifying Strategic Accounts 82
Organizing for Strategic Account Coverage 82
Comparing Sales Organization Structures 84
Salesforce Deployment 85
Allocation of Selling Effort 86
Salesforce Size 90
Designing Territories 94
Procedure for Designing Territories 96
Using Technology 99
“People” Considerations 99
Summary 101
Making Sales Management Decisions 105
Case 4.1: Containers Inc. 105
Case 4.2: Websites Unlimited 106

Appendix 4. Developing Forecasts 109

Forecasting by Sales Managers 109
Types of Forecasts 109
Uses of Forecasts 111
Top-Down and Bottom-Up
Forecasting Approaches 112
x Contents

Forecasting with Regression Analysis 117

Using Different Forecasting Approaches
and Methods 118

Part 3. Developing the Salesforce 123

Chapter 5. Acquiring Sales Talent: Recruitment
and Selection 125
Filling a Talent Gap at Moneris 125
Importance of Recruitment and Selection 126
Introduction to Salesforce Socialization 127
Recruitment and Selection Process 128
Planning for Recruitment and Selection 128
Recruitment: Locating Prospective
Candidates 133
Selection: Evaluation and Hiring 140
Legal and Ethical Considerations in
Recruitment and Selection 150
Key Legislation 150
Guidelines for Sales Managers 150
Ethical Issues 151
Summary 153
Making Sales Management Decisions 157
Case 5.1: Searching for Sales Talent 157
Case 5.2: Stuck in a Time Warp? 158

Chapter 6. Continual Development of the Salesforce: 161

Sales Training
Improving Performance Through Sales Training
at Paychex, Medical Solutions and Visa 161
Role of Sales Training in Salesforce
Socialization 162
Sales Training as a Crucial Investment 163
Managing the Sales Training Process 164
Assess Training Needs 164
Sales Technology 172
Set Training Objectives 172
Evaluate Training Alternatives 173
Design the Sales Training Program 180
Perform Sales Training 181
Conduct Follow-Up and Evaluation 182
Ethical and Legal Issues 184
Summary 186
Making Sales Management Decisions 190
Case 6.1: Sales Training at Natural Feeling
Soap 190
Case 6.2: A Sales Call on Fixall Hardware:
A Harbinger for Sales Training? 191
Contents xi

Part 4. Directing the Salesforce 193

Chapter 7. Sales Leadership, Management, and
Supervision 195
Sales Leadership: Navigating Turbulent Times 195
Situational Sales Leadership Perspectives 197
Sales Leadership Styles 198
Sales Leadership Relationships 199
Power and Sales Leadership 200
Sales Leadership Infuence Strategies 202
Sales Leadership Communications 204
Important Sales Leadership Functions 205
Coaching Salespeople 205
Conducting Sales Meetings 209
Promoting Ethical Behavior 210
Summary 213
Making Sales Management Decisions 217
Case 7.1: What Happened to Oliver? 217
Case 7.2: Seventh Level Technologies, Inc. 217

Chapter 8. Motivation and Reward System Management 221

Cash Incentives May Get Attention, but
Salespeople Eventually Stop Listening 221
Motivation and Reward Systems 223
Optimal Salesforce Reward System 224
Types of Salesforce Rewards 224
Financial Compensation 225
Straight Salary 225
Straight Commission 226
Performance Bonuses 228
Combination Plans (Salary Plus Incentive) 229
Determining Appropriate Financial
Compensation Levels 230
Nonfnancial Compensation 230
Opportunity for Promotion 231
Sense of Accomplishment 231
Opportunity for Personal Growth 231
Recognition 232
Sales Expenses 233
Additional Issues in Managing Salesforce
Reward Systems 236
Sales Contests 236
Team Compensation 238
Global Considerations 239
Changing the Reward System 239
Guidelines for Motivating and Rewarding
Salespeople 241
xii Contents

Recruitment and Selection 241

Incorporation of Individual Needs 241
Information and Skills 241
Job Design 242
Building Self-Esteem 242
Proactive Approach 242
Summary 242
Making Sales Management Decisions 246
Case 8.1: Kenco Supply 246
Case 8.2: Purity Products 247

Part 5. Determining Salesforce Effectiveness and Performance 249

Chapter 9. Evaluating the Effectiveness of the
Organization 251
The Backbone of High Performing Sales
Organizations: Acquiring and Utilizing
the Right Data 251
Sales Organization Audit 253
Sales Organization Effectiveness Evaluations 256
Sales Analysis 256
Cost Analysis 262
Proftability Analysis 265
Productivity Analysis 268
Improving Sales Organization Effectiveness 269
Benchmarking 269
Six Sigma 270
Ethical Issues 271
Concluding Comments 272
Summary 272
Making Sales Management Decisions 276
Case 9.1: National Distributing 276
Case 9.2: GSW Technology Group 277

Chapter 10. Evaluating the Performance of Salespeople 279

Sales Metrics are a Must, but Moving the
Needle on Performance Requires Management
of Salespeople and their Activities 279
Purposes of Salesperson Performance
Evaluations 281
Salesperson Performance Evaluation
Approaches 281
Key Issues in Evaluating and Controlling
Salesperson Performance 284
Criteria for Performance Evaluation 286
Performance Evaluation Methods 293
Performance Evaluation Bias 300
Contents xiii

Evaluating Team Performance 300

Using Performance Information 303
Salesperson Job Satisfaction 305
Measuring Salesperson Job Satisfaction 305
Using Job Satisfaction Information 306
Summary 307
Making Sales Management Decisions 311
Case 10.1: Western Windows and Doors 311
Case 10.2: XFinity Molding 312

Glossary 313
Notes 323
Index 341
 P r e fa c e

Our objective in writing the 11th edition of Sales Management: Analysis and Decision
Making was to continue to present comprehensive and rigorous coverage of contempo-
rary sales management in a readable, interesting, and challenging manner. Findings
from recent sales management research are blended with examples of current sales man-
agement practice into an effective pedagogical format. Topics are covered from the
perspective of a sales management decision maker. This decision-making perspective is
accomplished through a chapter format that typically consists of discussing basic con-
cepts, identifying critical decision areas, and presenting analytical approaches for im-
proved sales management decision making. Company examples from the contemporary
business world are used throughout the text to supplement chapter discussion.

STRENGTHS OF THIS EDITION

The 11th edition of Sales Management: Analysis and Decision Making continues what has
been effective in previous editions, but contains changes that improve the content and
pedagogy in the book. The authors teach sales management courses, are involved in sales
management research, and interact with sales managers and professors on a regular basis.
These activities ensure that the text covers the appropriate sales management topics and
employs the most effective pedagogy. The key strengths of the 11th edition include:
• The 10 chapters and paperback, hardback, and ebook formats from the previous
edition have been maintained. This makes it easy for professors to cover the text in a
semester or quarter, and still have suffcient time to use active learning exercises
throughout the course. Students can purchase the 11th edition for much less than
the cost of a typical hardcover sales management book.
• New Opening Vignettes generate student interest in the chapter content by provid-
ing recent examples of leading sales organizations employing the chapter material.
• “Sales Management in Action” boxes include new sales executives or updated per-
sonal comments that reinforce important sales management concepts in each
chapter.
• Revised “Ethical Dilemma” boxes provide students the opportunity to address impor-
tant ethical issues facing sales managers with many set up as role-play exercises.
• Revised chapter cases with related role plays put students in the role of a sales
manager in a specifc sales organization situation. The cases require students to
analyze the situation, decide on the appropriate action, and then implement their
decisions through role-play scenarios.
• New and revised pedagogy is available in the “Developing Sales Management
Knowledge” and “Building Sales Management Skills” activities at the end of each
chapter.
• All chapters have been updated to incorporate the latest fndings from sales manage-
ment research and the best practices from leading sales organizations. Topics receiving
new or expanded coverage include: sales cycle and opportunity forecasting; social net-
working, digital and artifcial intelligence in recruitment and selection; ethics in
xv
xvi Preface

selection; use of buyer personas, virtual reality and artifcial intelligence in sales train-
ing; leadership skills, infuence tactics and coaching.

LEVEL AND ORGANIZATION

This text was written for the undergraduate student enrolled in a one-semester or one-
quarter sales management class. However, it is suffciently rigorous to be used at the MBA
level.
A sales management model is used to present coverage in a logical sequence. The text
is organized into fve parts to correspond with the fve stages in the sales management
model.
Part One, “Describing the Personal Selling Function,” is designed to provide stu-
dents with an understanding of personal selling prior to addressing specifc sales man-
agement areas. We devote one chapter at the beginning of the text to this topic.
Part Two, “Defning the Strategic Role of the Sales Function,” consists of two chap-
ters. One discusses important relationships between personal selling and organizational
strategies at the corporate, business, marketing, and sales levels. This chapter focuses on
how strategic decisions at different organizational levels affect sales management deci-
sions and personal selling practices.
The second chapter in this part investigates alternative sales organization structures
and examines analytical methods for determining salesforce size, territory design, and
the allocation of selling effort.
Part Three, “Developing the Salesforce,” changes the focus from organizational
topics to people topics. The two chapters in this part cover the critical decision areas in
the recruitment and selection of salespeople and in training salespeople once they have
been hired.
Part Four, “Directing the Salesforce,” continues the people orientation by discussing
the leadership, management, and supervisory activities necessary for successful sales man-
agement and examining important areas of salesforce motivation and reward systems.
Part Five, “Determining Salesforce Effectiveness and Performance,” concludes the
sales management process by addressing evaluation and control procedures. Differences
in evaluating the effectiveness of the sales organization and the performance of sales-
people are highlighted and covered in separate chapters.

PEDAGOGY
The following pedagogical format is used for each chapter to facilitate the learning
process.
• Learning Objectives. Specifc learning objectives for the chapter are stated in behav-
ioral terms so that students will know what they should be able to do after the
chapter has been covered.
• Opening Vignettes. All chapters are introduced by an opening vignette that typically
consists of a recent, real-world company example addressing many of the key points
to be discussed in the chapter. These opening vignettes are intended to generate
student interest in the topics to be covered and to illustrate the practicality of the
chapter coverage.
• Key Words. Key words are highlighted in bold type throughout each chapter
and summarized in list form at the end of the chapter to alert students to their
importance.
• Boxed Inserts. Each chapter contains two boxed inserts titled “Sales Management in
Action.” The comments in these boxes are provided by members of our Sales
Executive Panel and were made specifcally for our text.
• Figure Captions. Most fgures in the text include a summarizing caption designed to
make the fgure understandable without reference to the chapter discussion.
Preface xvii

• Chapter Summaries. A chapter summary recaps the key points covered in the chapter
by restating and answering questions presented in the learning objectives at the
beginning of the chapter.
• Developing Sales Management Knowledge. Ten discussion questions are presented at
the end of each chapter to review key concepts covered in the chapter. Some of the
questions require students to summarize what has been covered, while others are
designed to be more thought-provoking and extend beyond chapter coverage.
• Building Sales Management Skills. Application exercises are supplied for each chapter,
requiring students to apply what has been learned in the chapter to a specifc sales
management situation. Several of the application exercises require data analysis.
Many chapters also have an Internet exercise to get students involved with the latest
technology. Role plays are also included in most chapters.
• Making Sales Management Decisions. Each chapter concludes with two short cases.
Most of these cases represent realistic and interesting sales management situations.
Some require data analysis. Most are designed so that students can role-play their
solutions.

CASES
The 18 short cases at the end of the chapters can be used as a basis for class discussion,
short written assignments, or role plays. These are designed to help bring the material in
each chapter to life for students by illustrating how chapter concepts can be applied in
practice.

SUPPLEMENTS
Instructor’s Resources
The Instructor’s Resources (www.routledge.com/9781032426358) deliver all the tra-
ditional instructor support materials in one handy place. Electronic fles are provided
for the complete Instructor’s Manual, Test Bank, and chapter-by-chapter PowerPoint
presentation fles that can be used to enhance in-class lectures.
Instructor’s Manual
The Instructor’s Manual for the 11th edition of Sales Management: Analysis and
Decision Making contains many helpful teaching suggestions and solutions to text
exercises to help instructors successfully integrate all the materials offered with this text
into their class. Each chapter includes the following materials designed to meet the
instructor’s needs.
• Learning objectives
• Chapter outline and summary
• Ideas for student involvement
• Possible answers to review sections in the text, Developing Sales Management
Knowledge, Building Sales Management Skills and the end of chapter cases
• Ideas for how to incorporate the role-play exercises found in the text into the class-
room setting, as well as suggestions for conducting the role plays
(The Instructor’s Manual fles are located at: www.routledge.com/9781032426358)
Test Bank
The revised and updated Test Bank, with over 100 new questions, includes a variety of
multiple choice and true/false questions, which emphasize the important concepts
presented in each chapter. The Test Bank questions vary in levels of diffculty so that
xviii Preface

each instructor can tailor testing to meet their specifc needs. The Test Bank fles are
located at: www.routledge.com/9781032426358.
PowerPoint Presentation Slides
This package brings classroom lectures and discussions to life with the Microsoft
PowerPoint presentation tool. Extremely professor-friendly and organized by chapter,
these chapter-by-chapter presentations outline chapter content, and generally include a
link to a short related video. The eye-appealing and easy-to-read slides are, in this new
edition, tailored specifcally to the Sales Management text from the Ingram author
team. The PowerPoint presentation slides are available at: www.routledge.com/cw/
www.routledge.com/9781032426358.

ACKNOWLEDGMENTS
We are delighted to publish the 11th edition of Sales Management: Analysis and Decision
Making with Routledge. Our hope is that this is one of many editions we work on
together. A great deal of credit for this edition should go to all of the wonderful people
at Routledge. Their expertise, support, and constant encouragement turned an extremely
diffcult task into a very enjoyable one. We are thankful for the expertise and support of
the many publishing professionals who have worked with us on previous editions of this
book. In particular, we appreciate the efforts of Harry Briggs, Rob Zwettler, Mike
Roche, and Becky Ryan. We would also like to thank our senior editor, Sophia Levine,
editorial assistant, Rupert Spurrier, and senior production editor, Cathy Hurren, for
their work on the 11th edition of this book. Without their efforts this edition would not
have seen the light of day. However, we also want to thank the many individuals with
whom we did not have direct contact but who assisted in the development and produc-
tion of this book.
We are also very appreciative of the support provided by our colleagues at Colorado
State University, the University of Louisville, Ball State University, University of
Central Missouri, and Oklahoma City University.
Thomas N. Ingram
Raymond W. LaForge
Ramon A. Avila
Charles H. Schwepker, Jr.
Michael R. Williams
 To Jacque
—Thomas N. Ingram

To Susan, Alexandra, Kelly, and

in memory of my Mom and Dad
—Raymond W. LaForge

To Terry
—Ramon A. Avila

To Laura, Charlie III, Anthony, Lauren, my Mom,

and in memory of my Dad, “Big C”
—Charles H. Schwepker, Jr.

To Marilyn, Aimee and Royce, Kerri, Bart and Gage,

and in memory of my Mom and Dad
—Michael R. Williams
A b o u t t h e A u t h o r s

Thomas N. Ingram (Ph.D., Georgia State University) is the Department Chair

Emeritus and Professor of Marketing Emeritus at Colorado State University. Before
commencing his academic career, Tom worked in sales, product management, and sales
management with ExxonMobil. Professor Ingram has received numerous awards for
contributions to sales research and teaching, including the Lifetime Achievement Award
from the American Marketing Association Selling and Sales Management Special
Interest Group. He has also been honored as the Marketing Educator of the Year by
Sales and Marketing Executives International (SMEI), as a Distinguished Sales Educator
by the University Sales Center Alliance, and as the frst recipient of the Mu Kappa Tau
National Marketing Honor Society Recognition Award for Outstanding Scholarly
Contributions to the Sales Discipline. Tom has served as the Editor of Journal of
Personal Selling & Sales Management, Chair of the SMEI Accreditation Institute, and
as Editor of the Journal of Marketing Theory and Practice. Professor Ingram’s published
work has appeared in Journal of Marketing, Journal of Marketing Research, Journal of
Personal Selling & Sales Management, and Journal of the Academy of Marketing Science,
among others. One of his co-authored articles which appeared in the Journal of
Marketing was recognized by the American Marketing Association Selling and Sales
Management Special Interest Group as one of the “Top Ten Articles of the 20th
Century” in the sales discipline.
Raymond W. LaForge (DBA, University of Tennessee) is the Brown-Forman Professor
of Marketing Emeritus at the University of Louisville. He is the founder of the
Marketing Education Review; has co-authored Marketing: Principles and Perspectives,
5th ed. (2007); Professional Selling: A Trust-Based Approach, 4th ed. (2008); Sell,
7th ed. (2024); The Professional Selling Skills Workbook (1995); Strategic Sales Leadership:
Breakthrough Thinking for Breakthrough Results (2006); and co-edited Emerging Trends
in Sales Thought and Practice. His research is published in many journals, including the
Journal of Marketing, Journal of Marketing Research, Decision Sciences, Journal of the
Academy of Marketing Science, International Journal of Research in Marketing, and
Journal of Personal Selling & Sales Management. Buddy has received numerous awards,
including the Outstanding Sales Scholar Award from Mu Kappa Tau, a Special
Recognition Award from the American Marketing Association Sales Interest Group, a
Top Thirteen Faculty Favorite Award from the University of Louisville, the Distinguished
Scholar Award from the Research Symposium on Marketing and Entrepreneurship, the
Distinguished Sales Educator Award from the University Sales Center Alliance, the
Undergraduate Teaching Award from the College of Business, the Beta Alpha Psi
Outstanding College of Business Faculty Award, and the American Marketing Association
Sales Interest Group Lifetime Achievement Award. He has also been inducted into the
Direct Selling Education Foundation Circle of Honor.
Ramon A. Avila (Ph.D., Virginia Polytechnic Institute and State University) is the
George and Frances Ball Distinguished Professor of Marketing Emeritus and the found-
ing director of the Center for Professional Selling, and earned his bachelor’s degree and
MBA from Ball State University. He completed his Ph.D. at Virginia Polytechnic

xxi
xxii About the Authors

Institute and State University in 1984. He joined the Ball State faculty in 1984. Before
coming to Ball State, he worked in sales with the Burroughs Corporation. Dr. Avila was
presented with Mu Kappa Tau’s Outstanding Contributor to the Sales Profession in
1999 and is the only the third person to receive this award. Dr. Avila has also received
the University’s Outstanding Faculty award in 2001, the Outstanding Service award in
1998, the University’s Outstanding Junior Faculty award in 1989, the College of
Business’s Professor of the Year, and the Dean’s Teaching award every year it was given
from 1987 to 2002. Dr. Avila has presented numerous papers at professional confer-
ences and has been the program chair and the director for the National Conference in
Sales Management, and has published research in Journal of Marketing Research,
Journal of Euromarketing, Industrial Marketing Management, Journal of Management,
Journal of Marketing Theory and Practice, Journal of Personal Selling & Sales Management,
and Journal of Marketing Education. He has done consulting with major corporations,
including AT&T, Burroughs, Honeywell, Indiana Gas, Indiana Michigan Power,
Indiana Bell, and Midwest Metals. Dr. Avila served on the editorial review boards of four
business-related journals and served as the associate editor for the Mid-American Journal
of Business.
Charles H. Schwepker, Jr. (Ph.D., University of Memphis) is the Randall and Kelly
Harbert Marketing Professor at the University of Central Missouri. He has experience in
wholesale and retail sales. His primary research interests are in sales management, per-
sonal selling and marketing ethics. Dr. Schwepker’s articles have appeared in the Journal
of the Academy of Marketing Science, Journal of Business Research, Journal of Public Policy
and Marketing, Journal of Personal Selling & Sales Management, Journal of Service
Research, International Journal of Contemporary Hospitality Management, and Journal
of Business Ethics, among other journals, and various national and regional proceedings.
Edited books in which his articles have appeared include Marketing Communications
Classics (2000), Environmental Marketing (1995), The Oxford Handbook of Sales
Management and Sales Strategy (2011) and the Handbook of Unethical Work Behavior
(2013). He has received several honors for both teaching and advising, including the
Hormel Teaching Excellence award, Byler Distinguished Faculty Award and the Alumni
Foundation Harmon College of Business Administration Distinguished Professor
award. Dr. Schwepker received the James Comer award for best contribution to selling
and sales management theory awarded by the Journal of Personal Selling & Sales
Management and three “Outstanding Paper” awards at the National Conference in Sales
Management, among others. He is on the editorial review boards of the Journal of
Personal Selling & Sales Management, Journal of Marketing Theory & Practice, Journal
of Business & Industrial Marketing, Journal of Relationship Marketing, and Journal of
Selling, served as special issue editor for the Journal of Selling, and has fve times won an
award for outstanding reviewer. Dr. Schwepker is a co-author of Sell, 7th ed. (2024).
Michael R. Williams (Ph.D., Oklahoma State University) is the American Floral
Services Chair in Marketing and Professor of Marketing at Oklahoma City University.
His previous academic associations include Emeritus Professor of Marketing at Illinois
State University, where he was a founding Director of the Professional Sales Institute.
Prior to his academic career, Dr. Williams established a successful 30-plus-year career in
industrial sales, market research, and sales management and continues to consult and
work with a wide range of business organizations. He has co-authored Sell, 7th ed.
(2024); Professional Selling: A Trust-based Approach, 4th ed. (2011); The Professional
Selling Skills Workbook (1995); and a variety of executive monographs and white papers
on sales performance topics. Dr. Williams’ research has been published in national and
international journals including Journal of Personal Selling & Sales Management,
International Journal of Purchasing and Materials Management, Journal of Business
and Industrial Marketing, Journal of Business Research, Journal of Marketing Theory &
Practice, Marketing Management Journal, Quality Management Journal, Journal of
Engineering Education, Journal of Selling and Major Account Management, and Journal
of Industrial Technology. His work has also received numerous honors, including AMA’s
Marvin Jolson Award for Best Contribution to Selling and Sales Management, Outstanding
About the Authors xxiii

Article for the Year in Journal of Business and Industrial Marketing, the AACSB’s
Leadership in Innovative Business Education award, the Marketing Science Institute’s
Alden G. Clayton competition, and the Mu Kappa Tau Marketing Society recognition
award for Outstanding Scholarly Contribution to the Sales Discipline. He has also
received numerous university, college, and corporate teaching and research awards
including Old Republic Research Scholar, the presentation of a seminar at Oxford’s
Brasenose College, Who’s Who in American Education, and Who’s Who in America. Dr.
Williams served as Program chair and Conference Director for the National Conference
in Sales Management, special issue co-editor for Journal of Business Research, and contin-
ues to serve in leadership roles as an advisor and board member for sales and sales man-
agement organizations.
Exploring the Variety of Random
Documents with Different Content
It was this eighteenth century which saw a Beethoven, a Handel, a
Bach, a Haydn, and a Mozart. As masters of the new-born craft none
can be conceived greater.
The century now closing boasts, however, a long line of true
followers and worthy disciples of those great ones, men whose
names are household words in every European city.
But my brief record, necessarily dry and bald, of a momentous
change in the teaching of the world would be incomplete without
one word on the glorious instrument—the voice, so to speak—of
these masters of a new art, the organ. The first organ known in
Western Europe traditionally was sent to Pepin in France by the
Emperor of Constantinople in 759, but Aldhelm, Bishop of
Sherborne, in his poem on Virginity, some half a century earlier,
apparently describes what appears to have been the organ. Elphege,
Abbot of Winchester in the tenth century, is said to have caused a
very large organ to be constructed; but, with this solitary exception,
all the mediæval organs seem to have been small and comparatively
unimportant instruments. The oldest organ-cases preserved do not
date back further than the last years of the fifteenth century, and
these by the side of modern organs are insignificant in size. Viollet le
Duc, in his great work, gives us a picture of the Perpignan organ,
one of the earliest (early in the sixteenth century). From this date
the size rapidly increased.
In the "Rites of Durham," where a great mediæval church is
described at the period of the Dissolution (1530-40), there were
three organs in use in the abbey church, the principal one being only
used at "principall Feasts," the pipes being "very faire and partly
gilded." "Only two organs in England," says the "Rites," "of the same
makinge, one in Yorke and another in Paules."
 LISTENERS AT THE THREE-CHOIR
FESTIVAL.
The most magnificent organ-case in Europe is the one in St. Janskirk
at Bois le Duc, and, like the vast majority of the great organ-cases,
is Renaissance in style. Viollet le Duc sums up the question in the
following sentence:—
"It does not appear that great organs were in use before the
fifteenth century, and it was only towards the close of the fifteenth
and beginning of the sixteenth centuries that the idea of building
organs of dimensions hitherto unknown was first conceived."
The organ, as we now know it, was born among us at the same date
when architecture died. Like the music of the Middle Ages, in the
days when these vast and peerless buildings arose, it is true the
organ was not unknown; but, like mediæval music, it was a small,
poor thing compared with the stupendous instrument we know and
love. There was no great organ before the last years of the fifteenth
century, when the Tudors reigned. The sixteenth and seventeenth
centuries witnessed its development, and acknowledged its
surpassing grandeur, and recognised its fitness as one of the chief
handmaids of the new great art.
Now the secret of the men who built this lordly abbey is lost; never
again will such a triumph of, alas! a dead art arise to charm and to
delight, to instruct and inspire the children of men. But we may still
preserve and reverently use this rare and noble legacy of a vanished
age as a shrine and a peerless teaching-home—a prayer-home, in
which are taught the great evangelical truths by which Christian men
live and breathe and have their being, the saving knowledge of the
work of the Precious Blood, the glad Redemption-story, the story
loved of men; the story which never ages, never palls, but which,
like dew, descends on each succeeding generation of believers, and
gives them new stores of faith and hope and love. This—these
things—we try to do, and not without success, for as God's bright
glory-cloud once brooded over the sacred desert-tent and the holy
Jerusalem Temple, so now upon our beloved and ancient cathedral,
with its almost countless services of praise and prayer and teaching,
God's blessing surely rests.
"It sleeps," does our cathedral, as one has lately said in words
beautiful as true—"it sleeps with its splendid dreams upon its lifted
face." But it has, too, its many wakeful working hours. Not the least
memorable of these will strike this week, when the charmed strains
of Handel and Haydn, Mozart, Mendelssohn, and Beethoven, and of
the great Englishmen, Gibbons and Boyce and Walmisley and
Wesley, and last, but not least, of Hubert Parry, peal through these
fretted vaults, "lingering and wandering on" among these wondrous
chambers of inspired imagery; while the almost prophetic words of
that truest English song-man Wordsworth become history:—
"Give all thou canst; high heaven rejects the lore
Of nicely calculated less or more;
So deem'd the man who fashion'd for the sense
These lofty pillars, spread that branching roof
Self-poised, and scoop'd into ten thousand cells,
Where light and shade repose, where music dwells
Lingering and wandering on as loth to die—
Like thoughts whose very sweetness yieldeth proof
That they were born for immortality."
 A Hero in Disguise
A Complete Story. By M. Westrup.
T girl was little, slender, insignificant—only her love made
her heroic. The man was big, broad, one to be noticed
in a crowd, and his love made him as helpless as a little
child.
They stood opposite each other in the poor, shabby little room. His
eyes devoured her face wildly, incredulously, but her eyes were fixed
on a great hole in the faded carpet.
Her mind was chaotic, for with his eager words of love rang others,
bewildering her. Side by side with his passionate outpouring of his
love for her, his longing to have her for his own, to live for her and
work for her, were other words—words of ambition and great
aspirations, words of intending travel into far-away countries, of
hardships and discomforts to be borne for the sake of the book that
was to be written—the book that was to bring fame and satisfaction
to the writer of it.
And these words rang with a deep note of earnestness and strength,
and overpowered those eager, present tones that were pleading to
her so wildly.
"I called you Kathleen Mavourneen last night, you remember, and
you smiled and blushed!" he protested, roughly. "Why did you do it?
Kathleen, you do love me, you do! Why don't you speak to me? I tell
you, I have seen it in your eyes. Why do you deny it now?"
She shook her head, and her heart cried in agony, "How long? How
long?"
"Won't you try, then?" with a humbleness that was not natural to
him. "Oh, Kitty, little Kitty, I cannot live without you!"
He held out his arms to her despairingly.
"I have a singing lesson to give at one o'clock," she said.
His arms fell to his sides. The sun streamed in on to the pretty, pale,
downbent face of the girl, and on to the white, haggard face of the
man who stood opposite.
There were no shadows in the little room—it was all glare and
shabbiness.
"I will go," he said, and then his eyes caught fire; "but you are a
flirt! Do you hear, a paltry, heartless flirt! You have led me on—
played with me. You have made your eyes soft, your lips sweet, to
amuse yourself at my expense! How do you do it?" with a little
cynical laugh. "It's really clever—of its kind—you know——"
He moved towards the door.
"I beg your pardon," he said icily. "I should not have spoken so to a
woman. Good-bye."
"You will begin your travels now?" she said.
He laughed.
"Why keep up the pretence?" he said; "it's rather late now to
pretend any interest in my life."
She was silent.
At the door he paused.
He was a proud man, and he had an iron will.
But his love made him helpless and weak as a little child.
"Kathleen," he breathed, "you are sure?"
A moment she stood still and rigid as a statue.
"Little one, I love you so——" His voice was soft and caressing; but
her love made her heroic. She raised her head. "I am sure," she said
steadily.

The girl sat in a corner of the warm, gorgeous drawing-room, and

wished vaguely that people would not nod and stare at her so
energetically. She was used to it now, and tired of it.
She had never liked it, but fame brings notoriety in its train, and
notoriety brings nods and whispers and stares.
She was dressed beautifully. She had always liked pretty things, and
now she could have as many as she wanted.
The man stood over in a doorway and watched her with cynical
eyes.
He had not seen her for five years, and as he stood there another
man lounged up and spoke to him.
"Looking at la belle Philomèle?" he said; "she's quite the rage, you
know. Ever heard her sing? You're only just back from the wilds,
aren't you? Oh, well, of course you'll go to St. James's Hall to-
morrow? She's going to sing, you know. Her voice is splendid. I
never go to hear her myself—makes me feel I'm a miserable sinner
somehow—does, 'pon my word. I've heard her twice, and then I
dropped it. Don't like feeling small, you know."
He lounged away again, and the man with the cynical eyes still
watched her.
Her head was turned away from him—only a soft, fair cheek and
little ear nestling in a soft mass of hair, a white throat, and a lot of
pale chiffon and silk, could he see. And suddenly the cheek and even
neck were flooded with a red blush, and then they looked whiter
than before. He wondered, and smiled bitterly as he did so.
And the girl's eyes remained fixed, eager, fascinated, on the long
looking-glass before her.
But she was not looking at herself.
Afterwards he sought her.
"You were wise," he said mockingly, and her eyes grew dark with
pain.
He took the seat beside her and played with the costly fan he had
picked up.

"You were wise," he said, mockingly.

"I must congratulate you," he said indifferently. "This"—with a
comprehensive wave towards her dress and the diamonds at her
throat—"is better than the old days."
"Yes."
"But perhaps you have forgotten so long as—what is it?—ten—no,
five years ago?"
"No."
He furled and unfurled the fan in silence, and wondered who had
given her the Parma violets in her hair.
"Your—book?" she said timidly.
He stared at her blankly.
She reddened slowly.
"You—you—were going to—to travel, and write about it—strange
places——" she faltered.
"Oh, ah! yes, I believe I was—five years ago."
Her face was white again now.
"You have travelled?" she ventured at last.
"Oh, yes! I've done nothing else for five years. I've shot tigers, bears
—I've lived with Chinamen and negroes—chummed with cannibals
once—oh!"—with a laugh—"I've had a fine time!"
Her eyes were wistful.
Her hostess brought up a man to be introduced, and when she
turned again, the chair was empty.
She did not see him again for two weeks.
There was an added pathos in the beautiful voice.
La belle Philomèle brought tears to many thousands of eyes, but her
own were dry and restless. It was dawning on her that she had
made a mistake—five years ago.
"Seen Hugh Hawksleigh?" she heard one man say to another. "Never
been so disappointed in a chap in my life. Years ago he promised
great things. Those articles of his on 'Foreign Ways and Doings'
made quite a sensation, you know. And there was some talk of wild
travels and a book that was going to be the book of the day. The
travels are all right, but where's the book?"
"The usual thing—a woman," drawled the other. "Didn't you know?
Some pretty coquette—the usual game—but the cost was heavier
than usual—to him. It knocked it out of him, you know. I never saw
a fellow so hard hit. That was five years ago, and he's never written
a line since. Poor fellow!"
The knowledge that she had made a mistake five years ago was
growing plainer to her.
At the end of the fortnight she met him and asked him to come and
see her.
He smiled, and did not come.
Her eyes grew too big for the small, sad face.
She met him again, and asked him why he had not come.
He looked down into the sweet, true eyes, and his love weakened
his will again.
He promised he would come. He came, and stayed five minutes. He
looked at her sternly as he greeted her.
"Why do you want me?" he said, and watched the colour come and
go in her cheeks with pitiless eyes.
"We—used—to be—friends," she whispered.
He laughed.
"Never! I never felt friendship for you," he said, "nor you for me. You
forget. Five years is a long time, but I have a retentive memory. I
forget nothing."
"Nor I," she murmured.
"No? Then why do you ask me to come and see you?"
She did not answer.
He looked round the pretty shaded room.
He laughed again.
"There is a difference," he said, "in you too."
She looked up quickly.
"I am the same," she said, knowing her own heart.
"Are you?" His eyes grew stormy. "Listen," he said, in a low, tense
voice: "I am five years wiser than I was—then. I will not be a tool
again. You have ruined my life—doesn't that content you? I would
have staked my life on your goodness and purity—once. I dare not
believe in any woman since you, with your angel's eyes, are false. I
was full of ambition and hope once; you killed both. I tried to write—
after. I could not. I shall never do anything now—never be anything.
I despise myself, and it's not a nice feeling to live with. It makes
men desperate. I love you still. Do you understand? I have loved you
all the time, and I loathe myself for it." His voice changed. "You may
triumph," he said, "but now you understand—I will not come again."
She stretched out her arms after him, but he was gone. And she
knew now quite clearly that she had made a mistake five years ago.
For three weeks and a half she did not see him.
Then she saw him when he thought he was alone.
She studied his face with eyes that ached at what they saw. Then
she went forward and touched him gently on his arm.
"Well?" he said.
"Will you come," she said in a low voice, "to see me——"
"Thanks, no."
His eyes rested bitterly on her rich gown.
It came across him again how wise she had been. Tied to him, she
could not have been as she was now.
"I have something I must say to you," she said tremulously; "will
you come—just this once?"
He looked down into the soft eyes with the beautiful light in them.
"I would rather not," he said gently.
The weariness in his eyes brought a sob to her throat.
"Ah, do!" she entreated; "I will never ask you again."
He looked at her with searching incredulity.
Then he turned away.
Just so had she looked five years ago.
She laid a small, despairing hand on his.
The iciness of it went to his heart.
"I will come," he said gently, and went away.

When he came, he wondered at the agitation in her small white

face.
Her eyes were burning.
He waited silently.
She twisted her hands restlessly together, and he saw that she was
trembling.
He drew a chair forward.
"Won't you sit down?" he said.
She sat down in a nest of softest cushions.
"I—I——" she began, and put up her hand to her throat, "I want to
—to—to explain."
His face darkened.
She got up restlessly and faced him.
He thought of that time when they had faced each other before—in
the shabby, glaring little room—and his face hardened.
"When you——" she began; "I thought it was for you—I had heard
you say——"
"Are you going back five years?" he asked.
"Yes."
"Then would you mind not?" he said. "There can be no good in it,
and to me at least it is not a pleasant subject."
"I must!" she burst out. "Oh! cannot you help me? It is so hard!"
She held out her hands pathetically.
A deep colour came into his tanned face, and he stood still, looking
at her strangely.
"I think I will go," he said; "there is no use in prolonging this."
"Do you—love—me still?" she cried suddenly.
He turned on her in a white passion of anger.
"Not content yet?" he breathed. "What are you made of? Do you
want me to show you all my degradation? Why? Oh, Kitty, Kitty, be
merciful! Be true to those eyes of yours——"
He stopped abruptly and moved over to the door.
"Hugh, I love you!"
It was the veriest whisper, but it stayed his steps, and brought a
great light leaping to his eyes.
The light died down.
"It is too late!" he said, and turned away.
"Hugh, listen—I loved you always—five years ago. It was for your
sake——"
He turned again.
"Kitty?" he said uncertainly.
She went on bravely, always heroic through her love.
"I was poor—insignificant; you were ambitious—clever. I had heard
your longings after greatness. Hugh, how could you travel into those
wild countries with me? I knew you would give it up, and how could
I bear that? To be a drag, a hindrance to you! And in the coming
years I thought you would regret—— Hugh, you were poor, too,
though not so poor as I. I did it for you—it nearly killed me, Hugh. I
was ill after, but it was for you!"
Her voice died away into silence.
He stood very still, and his face was white and bloodless.
But in his eyes there was a great reverence.
"Forgive me!" he said.
She smiled softly.
"Oh, yes," she said.
The cynicism had gone from his face, and the hardness and
bitterness too.
 "Oh, cannot you help me? It is so hard!"
She looked at him wistfully. He turned away from her eyes and hid
his face in his hands.
"It was a mistake," he said, slowly, dully.
"Yes."
Still she waited.
He looked up, and she strove to read his face in vain.
Sad it was, and set, and yet there was a light there too.
He took her hands gently in his.
"Kathleen," he said earnestly, "God knows what I think of you. I can
work now. Good-bye, dear."
She raised her eyes to his—mystified and anxious.
He answered them, very gently, but with a firmness there was no
gainsaying.
"You are famous," he said; "when I have made a name I will come
to you. Will you wait, Kitty?"
"For ever, Hugh," she answered, understanding him so well that that
was all she said.
He bent and kissed her hands.

She knelt at the side of his bed, heedless of the presence of the
nurse at the other end of the room, and her tears wetted his hand.
The right hand and arm were swathed in bandages.
He smiled sadly as he looked at her.
"I am a failure," he said.
"Ah, no, no! All England is ringing with your name. Hugh"—she
raised a face all alight with a proud joy—"you are famous now!"
A little flush rose to his white face.
"Pshaw!" he said, "rescuing a woman and a few children from being
burnt to death. Anyone would have done it."
"Ah, no, Hugh! Brave men shrank from that awful sea and burning
ship!"
He was silent, looking at his bandaged hand.
"I must learn to write with my left hand," he said.
She bent nearer.
"Let me write for you," she whispered; "let me finish your book,
Hugh, while you dictate it to me. I do not sing now in public, you
know."
"Yes, I know."
He drew her closer to him and rested his cheek against her soft hair.
"I said I would not come to you till I had made a name," he said. "I
am a wreck now! I shall be a wreck for a long while——"
"Ah, dear, but you are famous!" she interposed lovingly.
He sighed.
"I cannot do without you any longer, Kitty. I am beaten at last. Will
you take a wreck?"
"I will take you, Hugh, a famous——"
"A famous wreck," he finished with a smile.

"Let me write for you," she whispered.

 THE PULPIT MANNER
CHARACTERISTIC GESTURES OF GREAT
PREACHERS.
By F. M. Holmes.
First let us look at Dr. Joseph Parker. His sermons are constantly
attended by ministers of all denominations, including clergymen of
the Church of England; and no stronger testimony, we take it, could
be given to a man's extraordinary preaching power than that year
after year he continually attracts other preachers.
Dr. Parker, it is almost needless to explain, is the eminent
Congregational minister of the City Temple in London, and he
occupies the unique position of having maintained for thirty years a
noonday service every Thursday in addition to his usual Sunday
services. To this Thursday service come persons from the ends of
the earth, and ministers and laymen of various religious persuasions.
On one occasion the sittings of a conference belonging to one of the
minor Methodist bodies seemed seriously imperilled because so
many of the delegates desired to go and hear Dr. Parker.
What is the secret of his widely attractive power? The answer comes
in a word—he is intensely dramatic. We do not mean theatrical. He
chooses a clear message to deliver, and that message—that
paramount thought—is driven home to his hearers in a manner that
forces itself upon every mind, no matter how reluctant. He uses
short, pithy sentences, and heightens and emphasises their effect by
suitable modulations of voice, by deliberate or rapid utterance as the
words may require, and by vigorous and appropriate gesture. He
speaks only the very pith and point of what he has to say, and then
says it in the clearest and most suitably effective manner that he can
possibly command. It is the thing itself we hear, rather than talk or
argument all round and about it.

DR. PARKER.
Thus, on one occasion, his theme was found in the text, "Jesus in
the midst." "Where is the midst?" he asked in a clear and striking,
sonorous voice that commanded attention at once. These were his
opening words, and after a pause he proceeded in the same manner
and in similar short, striking sentences to point to different ideas of
"the midst," and to declare that Christ was, or should be, in the
midst of the literature, science, philosophy, and business of the day.
Unless ministers preached Christ, said he, they had better be silent.
 BISHOP OF RIPON. ARCHDEACON
SINCLAIR. DEAN LEFROY.
BISHOP OF STEPNEY.
There is nothing new in this, you will say. No doubt Dr. Parker would
tell you that he does not wish to preach anything new; but no one
can watch him critically without concluding that he constantly
studies not only what he shall say, but how he shall say it in the
most striking and effective manner.
As a dramatic preacher, we might also instance the Rev. J. H. Jowett,
who has succeeded the late Dr. Dale at Carr's Lane Congregational
Church, Birmingham. To his Oxford scholarship Mr. Jowett has united
an assiduous cultivation of a fine voice and vigorous yet graceful and
suitable gesture, which render him a most striking and fascinating
preacher.
But turning now to other styles, if Dr. Parker is one of the most
dramatic, Dr. Boyd Carpenter, the learned Bishop of Ripon, is one of
the most eloquent of preachers. He is also one of the most rapid. He
seems so fully charged with his subject that the words pour from his
lips like a torrent; his body turns first to one side and then to the
other, and anon leans forward in front, as though propelled by the
energy of the thought within. His hand is often held up before him
with the index finger pointing, as though to lead his audience on to
the next thought, and to prevent their interest or attention from
flagging. But, rapid and fluent as he is, it must not be thought that
he is superficial; on the contrary, there is every evidence that the
discourse is well thought out, and based on a solid framework of
reason, while the language is eloquent and rhetorical. And it is, as it
were, to mark the network of logical deduction within the words that
the index finger is brought so fully into play. We judge that his voice
is naturally somewhat thin and poor, but by careful use and perhaps
assiduous cultivation, and by the most beautifully clear articulation,
Dr. Boyd Carpenter can make himself heard in St. Paul's with what
appears to be perfect ease. There is no straining of the voice and no
shouting; but in a quiet though forcible manner he sends his voice
round the huge building. Further, it has been pointed out to me that
he will not commence his discourse until the congregation have
settled themselves down into absolute quietness, and all the rustling
of dresses, and coughing, and fidgeting are stilled. Under these
circumstances his voice would, of course, carry far better in a large
church.
Somewhat similar in manner is Canon Barker, of Marylebone, who, in
the energetic expression of the thought with which he seems
surcharged, bends forward sometimes so deeply towards the
congregation as to give, the impression that he is about to dive out
of the pulpit. But his style is that of the special pleader, the advocate
and the debater; it is as though he desires to argue out everything
to its logical conclusion, rather than to sway or move his audience by
eloquence and emotional appeals.

PREBENDARY WEBB-PEPLOE.
Dean Lefroy of Norwich is also a debater; perhaps, a more keen
debater than Canon Barker, and he is also a rhetorician. He delights
to preach a strongly evangelical "Gospel" sermon, and to embellish it
with rhetoric and declaim it with passionate earnestness. It is
evident he thoroughly believes in his theme, he seeks to impress it
on his audience by vigorous, earnest, passionate utterance, in which
his energetic gestures are often of the most decided character. A
curious characteristic of his preaching has been related to me by a
friend. "You cannot listen to Lefroy for five minutes," said he,
"without violently taking sides either for or against him. You are
either intensely in favour of him or find yourself becoming almost
vehemently opposed"—a testimony, we take it that the Dean is a
decided, downright, assertive and aggressive preacher rather than
persuasive and emotional. He has instituted a Nave service at
Norwich Cathedral, at which he often preaches himself, and attracts
enormous congregations.

JOHN MCNEIL.
Still continuing to glance at those whom we may call rapid and fluent
preachers, Prebendary Webb-Peploe comes to mind. He is not so
energetic as some others, but the rapidity of his utterance, the
fluency of his expression, and his great command of language,
would rival that of almost any speaker. He and many others would
probably utter three times as many words in a given time as Dr.
Parker or Archdeacon Sinclair.
 IAN MACLAREN
(Dr. John Watson.)
The latter is slow, deliberate, and dignified in his utterances, rarely
using gesture and affecting a grave and somewhat sonorous voice;
but the Archdeacon's sermons are always most carefully prepared,
and indicate considerable study and research.
Among the grave and sedate preachers we might also place Dr. John
Watson ("Ian Maclaren"), of Sefton Park Presbyterian Church,
Liverpool; his sermons are full of thought, and, as might be
expected, exhibit an excellent literary finish.
Now, if we take Archdeacon Sinclair and Dr. John Watson as
examples of more deliberate and sedate preachers, we may regard
the Rev. John McNeil, the well-known Presbyterian minister, as an
instance of the colloquial preacher.
Not that his voice is low-pitched, as used in conversation. Mr. McNeil
has done what few preachers could physically undertake: he has
preached twice a day for a fortnight in the Albert Hall at Kensington,
the largest hall in London, and capable of holding about ten
thousand persons; and he has repeatedly filled the huge Agricultural
Hall at Islington, numbers being turned away from lack of room. His
voice, indeed, seems capable of filling the largest hall without effort.
But his style is easy, unaffected, conversational, though sometimes,
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