Are there individuals in your organization who can shepherd a new product through to commercialization; who can develop reliable estimates of sales volume, production, and distribution costs; and translate the whole into profit and loss and balance sheet figures which management can act on with some assurance? We have seen good new products shelved because no one had the assignment to develop such facts and plans -- and management couldn't make up its mind.

There is a shortage of salesmen today. In the future, quantitative demand will be greater because of the expansion of the economy, and the qualitative need will be greater still.

While many companies have done fine work in developing sales personnel, much of it has been product rather than sales training. Nor has the training been enough in relation to the need. Most marketing people agree it is going to take redoubled efforts to satisfy future requirements.

Have you estimated your sales manpower needs for the future (both quantitatively and qualitatively)? Has your company developed selection and training processes that are geared to providing the caliber of salesmen you will need in the next 10 yr.?

With the growing complexity of markets and intensity of competition, sales management, whether at the district, region or headquarters level, is a tough job today -- and it will be tougher in the future. Men qualified for the broader task of marketing manager are even more scarce due to the demanding combination of qualifications called for by this type of management work. The growth of business has outdistanced the available supply, and the demand will continue to exceed the supply in the sixties.