Log in

Relevant bibliographies by topics / Sales force management / Journal articles

To see the other types of publications on this topic, follow the link: Sales force management.

Journal articles on the topic 'Sales force management'

Author: Grafiati

Published: 4 June 2021

Last updated: 28 July 2024

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Sales force management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Gohmann, Stephan F., Jian Guan, Robert M. Barker, and David J. Faulds. "Perceptions of sales force automation: Differences between sales force and management." Industrial Marketing Management 34, no. 4 (May 2005): 337–43. http://dx.doi.org/10.1016/j.indmarman.2004.09.014.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Mukherjee, Jaydeep, and Anirban Basu. "Distributor Sales Force Performance Management." Vision: The Journal of Business Perspective 14, no. 4 (October 2010): 309–21. http://dx.doi.org/10.1177/097226291001400407.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Kuruzovich, Jason. "Sales Technologies, Sales Force Management, and Online Infomediaries." Journal of Personal Selling & Sales Management 33, no. 2 (June 2013): 211–24. http://dx.doi.org/10.2753/pss0885-3134330205.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Chen, Fangruo. "Sales-Force Incentives and Inventory Management." Manufacturing & Service Operations Management 2, no. 2 (April 2000): 186–202. http://dx.doi.org/10.1287/msom.2.2.186.12351.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

Carter, Tony. "Crisis Management for Sales Force Managers." Journal of Professional Services Marketing 15, no. 2 (May 30, 1997): 87–103. http://dx.doi.org/10.1300/j090v15n02_07.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Carter, Tony. "Crisis management for sales force managers." Services Marketing Quarterly 15, no. 2 (1997): 87–103. http://dx.doi.org/10.1080/15332969.1997.9985275.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Siguaw, Judy A., Sheryl E. Kimes, and Jule B. Gassenheimer. "B2B sales force productivity: applications of revenue management strategies to sales management." Industrial Marketing Management 32, no. 7 (October 2003): 539–51. http://dx.doi.org/10.1016/s0019-8501(02)00278-x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Rana, Arif Iqbal, and Mohammad Kamran Mumtaz. "Sales Force Incentives at Service Sales Corporation." Asian Journal of Management Cases 14, no. 2 (September 2017): 160–75. http://dx.doi.org/10.1177/0972820117712306.

Full text

Abstract:

The case is about restructuring of the sales force compensation system at Service Sales Corporation (SSC), a large shoe retailer in Pakistan. The organization went through many changes in its supply chain management starting in 2001, when a new COO, Omer Saeed, took over. There was a major increase in sales and the number of shops, and a decrease in the number of salesmen per shop with the net effect that some salesmen were drawing a compensation of ₹25,000–30,000 per month (standard salesmen salary in smaller shops was ₹8,000 per month). When the new COO Amer Mohsin joined in 2009, he was faced with the challenge of designing a salesmen compensation system that was in line with the growth of the organization. The case provides an opportunity to understand how different compensation systems are required as company dynamics change.

APA, Harvard, Vancouver, ISO, and other styles

9

Wotruba, Thomas R., and Pradeep K. Tyagi. "Explaining Sales Force Turnover:." Journal of Business-to-Business Marketing 3, no. 2 (March 28, 1997): 37–61. http://dx.doi.org/10.1300/j033v03n02_03.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Popp, Nels, Jonathan A. Jensen, Chad D. McEvoy, and James F. Weiner. "An examination of the effects of outsourcing ticket sales force management." International Journal of Sports Marketing and Sponsorship 21, no. 2 (April 13, 2020): 205–23. http://dx.doi.org/10.1108/ijsms-04-2019-0046.

Full text

Abstract:

PurposeThe purpose of the study is to ascertain whether sport organizations which outsource ticket sales force management outperform sports organizations which manage their ticket sales force internally, relative to ticket revenue and attendance.Design/methodology/approachThirteen years of ticket revenue and football attendance data were collected for National Collegiate Athletic Association (NCAA) Football bowl subdivision (FBS) Division I Athletics Departments (n = 126), as well as data on whether the organization employed an external (outsourced), internal or no ticket sales force. The number of salespeople employed was also captured. Within-subjects, fixed effects regression models, which included several control variables such as number of home contests, prior season attendance, team success and population, were run to assess the relationship between sales force type and both ticket revenue and attendance, for one year, two years and three years after sales force establishment.FindingsAll models were significant. While both internally managed ticket sales forces and those managed by outsourced firms saw significant increases in ticket revenue (compared to not employing a sales force), internally managed departments outperformed third parties. In addition, departments utilizing outsourcing companies reported lower attendance for the first two years after outsourcing, but attendance differences were negligible by the third year of outsourcing.Practical implicationsThe results of the study provide data to help sport managers determine whether outsourcing sales functions within an organization will lead to greater ticket revenue and/or attendance.Originality/valueWhile several sport management studies have examined the decision-making process of outsourcing organizational functions, no prior studies have examined the financial implications of doing so.

APA, Harvard, Vancouver, ISO, and other styles

11

Reid, David A., Richard E. Plank, Robert M. Peterson, and Gregory A. Rich. "Examining the use of sales force management practices." Journal of Business & Industrial Marketing 32, no. 7 (August 7, 2017): 974–86. http://dx.doi.org/10.1108/jbim-02-2016-0040.

Full text

Abstract:

Purpose The purpose of this paper is to understand what sales management practices (SMPs) are being used by managers in the current market place, changes over time, insights that can be gained and future research needs. Design/methodology/approach Data for this paper were collected via a cross-sectional internet-based survey using a sampling frame provided by a professional sales publication. ANOVA was used to analyze 159 sales manager respondents. Findings Empirical results indicate that several differences are evident across the 68 SMPs items gathered, especially in terms of the size of the sales force and establish some data on using technology in sales management. However, in spite of significant changes in the sales environment, many SMPs have had limited change. Research limitations/implications The limitations of this paper include a sample frame drawn from a single source and via the internet and, thus, may have excluded some possible respondents from participation and somewhat limit generalizability. Practical implications The results of this paper raise a number of important issues for sales managers to consider. First, which SMPs should they be using? Managers need to give serious thought as to which practices they choose to use. Second, why are so many of them not making more extensive use of sales force technology? Third, is it wise for sales managers to be relying on executive opinion as their most extensively used forecasting method or should they be emphasizing another approach? A fourth issue is the continued heavy emphasis on generating sales volume as opposed to profits. Originality/value The data provide a rare and updated understanding of the use of SMPs by sales managers.

APA, Harvard, Vancouver, ISO, and other styles

12

Robins, Rebecca. "Pharmaceutical Sales Force Management – Strategies For Success." Journal of Medical Marketing 2, no. 2 (January 1, 2002): 185–86. http://dx.doi.org/10.1057/palgrave.jmm.5040073.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Moutot, Jean-Michel, and Ganaël Bascoul. "Effects of Sales Force Automation use on Sales Force Activities and Customer Relationship Management Processes." Journal of Personal Selling & Sales Management 28, no. 2 (March 2008): 167–84. http://dx.doi.org/10.2753/pss0885-3134280205.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Baldauf, Artur, and Nick Lee. "International Selling and Sales Management: Sales Force Research beyond Geographic Boundaries." Journal of Personal Selling & Sales Management 31, no. 3 (June 2011): 211–17. http://dx.doi.org/10.2753/pss0885-3134310301.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Piercy, Niall, and Nick Rich. "The implications of lean operations for sales strategy: from sales-force to marketing-force." Journal of Strategic Marketing 17, no. 3-4 (June 2009): 237–55. http://dx.doi.org/10.1080/09652540903064738.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

De Coninck, James B. "How sales managers control unethical sales force behavior." Journal of Business Ethics 11, no. 10 (October 1992): 789–98. http://dx.doi.org/10.1007/bf00872311.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Sattar, Muhammad Muzamil. "Al-Ain eye centre: sales force evaluation dilemma." Emerald Emerging Markets Case Studies 10, no. 2 (July 14, 2020): 1–22. http://dx.doi.org/10.1108/eemcs-03-2020-0083.

Full text

Abstract:

Learning outcomes This case was written to help students develop their analytical and decision-making skills with regard to sales force evaluation. It identifies a variety of issues – in the Pakistani context particularly – within the sales force environment, including union representation, sales force team conflicts and power dynamics between superiors and subordinates. The various case lessons will enhance students’ analytical, negotiation and team-management skills. This case can be used to discuss the following issues: the complexity of objective and subjective evaluations of a sales force, sales force perceptions and cultural nuances for succeeding in Pakistan. Distribution structures and management in Pakistan. Characteristic features of the Pakistani pharmaceutical market. Students will be able to explain how salesperson performance information can be used to identify problems, determine their causes and suggest sales management actions to solve them. Students will be able to differentiate between an outcome-based and a behaviour-based perspective for evaluating and controlling salesperson performance. Students will understand how to control one’s behaviour in conflict situations by identifying common interests and achieving a “win-win” situation. Case overview/synopsis The Al-Ain case describes sales force management and sales force evaluation in a situation that involves a high-performing team operating in a hostile environment. Al-Ain eye centre (Al-Ain), located in the city of Karachi in Sindh state of Southern Pakistan, is a small-scale hospital that has diversified into the pharmaceutical business. Al-Ain’s product portfolio includes analgesics, antibiotics, ophthalmology products and cardiology products. This case focusses on team management and the relationship between a sales manager and subordinate salespeople in the context of Pakistani culture. A sales representative has received a poor performance assessment, which he perceives to be an unfair evaluation of his efforts. As a result of the situation, he subsequently joins a union and creates problems for his superiors. As they explore these management issues within a sales force, students will develop an appreciation for objective methods of sales force evaluation, as well as for the complexity of handling high-performing teams, the importance of employee perceptions and the scope of subjective biases in sales force evaluation that can emerge in practice. Complexity academic level The case is suited to undergraduate or MBA courses on sales management, organizational behaviour, distribution management, marketing/strategy and pharmaceutical industries. It addresses issues of sales force management, sales territory allocations, sales target fixation, team conflict, promotion, team bonus and distribution management in the pharmaceutical industry in Pakistan. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.

APA, Harvard, Vancouver, ISO, and other styles

18

Karjaluoto, Heikki, Aarne Töllinen, Janne Pirttiniemi, and Chanaka Jayawardhena. "Intention to use mobile customer relationship management systems." Industrial Management & Data Systems 114, no. 6 (June 3, 2014): 966–78. http://dx.doi.org/10.1108/imds-11-2013-0480.

Full text

Abstract:

Purpose – The purpose of this paper is to investigate the behavioral intentions of business-to-business (B2B) sales managers to use mobile customer relationship management (CRM) systems in the course of their day-to-day activities. Design/methodology/approach – An extended Technology Acceptance Model (TAM) of mobile CRM system adoption is developed and tested with data from 105 international sales managers representing five B2B companies. Findings – The study extends the TAM framework with three additional constructs derived from mobile technology and sales force automation literature, namely personal innovativeness in the domain of IT, perceived risk, and perceived reachability. The model demonstrates that personal innovativeness and perceived reachability have significant effects on the TAM framework. Research limitations/implications – The relatively small sample size limits the generalization of the results. Practical implications – Sales managers’ intention to adopt mobile CRM can be explained by the extended TAM framework. Understanding the key factors that influence intention to adopt a mobile CRM system will aid companies in implementing it among their sales force. Companies willing to foster adoption of a mobile CRM system among the sales force could focus on communicating the usefulness of using the system and benefits gained from enhanced reachability. Recruiting sales people with strong personal innovativeness is beneficial. Originality/value – This study responds the calls for studies on mobile platforms and on the use of mobile B2B applications in sales force management. It is among the first attempts to incorporate variables derived from mobile technology acceptance literature among the sales force into the TAM framework, to better explain acceptance of mobile CRM systems.

APA, Harvard, Vancouver, ISO, and other styles

19

Albers, Sönke, Kalyan Raman, and Nick Lee. "Trends in optimization models of sales force management." Journal of Personal Selling & Sales Management 35, no. 4 (September 22, 2015): 275–91. http://dx.doi.org/10.1080/08853134.2015.1085807.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Agnetis, A., E. Messina, and M. Pranzo. "Call planning in European pharmaceutical sales force management." IMA Journal of Management Mathematics 21, no. 3 (November 9, 2009): 267–80. http://dx.doi.org/10.1093/imaman/dpp019.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Murphy, Paul R. "Sales force management strategies among U.S. freight railroads." Transportation Research Part A: General 23, no. 4 (July 1989): 327–34. http://dx.doi.org/10.1016/0191-2607(89)90015-0.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Grossman, Steven H., and Rodney D. Cotton. "Roche group's sales organization models long-term sales force effectiveness." Journal of Organizational Excellence 24, no. 1 (2004): 39–45. http://dx.doi.org/10.1002/npr.20036.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Oetama, Raymond Sunardi, and Raymond Sunardi Oetama. "DEVELOPING SALES FORCE AUTOMATION PROTOTYPE AT INDONESIAN FURNITURE TRADING COMPANY." IJISCS (International Journal of Information System and Computer Science) 7, no. 3 (October 10, 2023): 182. http://dx.doi.org/10.56327/ijiscs.v7i3.1537.

Full text

Abstract:

Information technology plays a crucial role in enhancing company performance and driving business growth. Maintaining good customer relationships is essential, and Customer Relationship Management focuses on building customer commitment. Sales Force Automation systems automate sales processes and manage customer interactions. PT. Maju Jaya Kreasindo, a furniture company in East Jakarta, aims to automate its sales force and centralize operational information through a web-based Sales Force Automation system using Electronic Customer Relationship Management. The research adopts the "Prototyping" method, offering a shorter development duration and flexible implementation. Visual Studio Code and Xampp, along with PHP and MySQL, are utilized as development tools. The result is a Sales Force Automation system based on Electronic Customer Relationship Management that assists PT. Maju Jaya Kreasindo in automating its sales force. The design successfully automates tasks, supported by Electronic Customer Relationships and the prototyping method. The Sales Force Automation system passed the functionality evaluation, achieving high user acceptance test scores, and indicating its effectiveness in meeting user requirements.

APA, Harvard, Vancouver, ISO, and other styles

24

Salsabil, Imanirrahma, Ratih Hurriyati, Puspo Dewi Dirgantari, and Lili Adi Wibowo. "Do Job Resources Matter for The Sales Force? Enhancing Sales Force Performance and Adaptive Selling Behavior." JBTI : Jurnal Bisnis : Teori dan Implementasi 14, no. 3 (January 6, 2024): 493–510. http://dx.doi.org/10.18196/jbti.v14i3.20818.

Full text

Abstract:

This study was carried out to examine the influence of emotional regulation as an individual's personal resource on the sales force performance by considering the mediating role of adaptive selling behavior and the moderating role of perceived job autonomy. Using a quantitative approach, data were obtained from 135 sales forces in the banking services industry in DKI Jakarta and Bandung City, selected using a purposive sampling method. The data obtained were then processed using structural equation modeling with partial least squares. The findings of this study empirically confirm the conservation of resources theory in terms of sales force performance, as emotional regulation acts as the personal resource that can, directly and indirectly, affect sales force performance through adaptive selling behavior. In addition, perceived job autonomy acts as the external resource that can strengthen the influence of emotional regulation on adaptive selling behavior, as well as adaptive selling behavior on sales force performance. The findings of this study also emphasize the need for management, especially sales managers, to ensure that their salespeople have a customer orientation and are willing to dedicate the energy and resources they possess to meet customer requests or needs.

APA, Harvard, Vancouver, ISO, and other styles

25

Ranjan, Jayanthi, and Sandeep Puri. "Sales force automation: research agenda." International Journal of Value Chain Management 5, no. 2 (2011): 141. http://dx.doi.org/10.1504/ijvcm.2011.042074.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Guenzi, Paolo. "Sales Force Activities and Customer Trust." Journal of Marketing Management 18, no. 7-8 (August 2002): 749–78. http://dx.doi.org/10.1362/0267257022780606.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Grant, Ken, and David W. Cravens. "Examining sales force performance in organizations that use behavior-based sales management processes." Industrial Marketing Management 25, no. 5 (September 1996): 361–71. http://dx.doi.org/10.1016/0019-8501(96)00038-7.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Vaccaro, Joseph. "Organizational issues in sales force decisions." Services Marketing Quarterly 6, no. 2 (1991): 69–80. http://dx.doi.org/10.1080/15332969.1991.9984981.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Rubel, Olivier, and Ashutosh Prasad. "Dynamic Incentives in Sales Force Compensation." Marketing Science 35, no. 4 (July 2016): 676–89. http://dx.doi.org/10.1287/mksc.2015.0953.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Astuti, Indri, Hadi Purnomo, Nurwulan Kusuma Devi, and Prihatina Jati. "Improving Sales Force Performance Through Effective Human Resource Management." Return : Study of Management, Economic and Bussines 2, no. 7 (July 20, 2023): 747–54. http://dx.doi.org/10.57096/return.v2i7.146.

Full text

Abstract:

Human resources (HR) is one of the important things in supporting the achievement of a maximum goal. The company as a profit-oriented organization really expects targets in terms of sales, production, delivery, performance and other goals within the company to be achieved immediately. This study used a qualitative method of collecting data sourced from documents, books, journals, articles / other online media, using grounded research theory aimed at developing theory (theory building) inductively based on data. The result of this study is that human resource management can improve sales force performance. Through the results of Suparman's research that human resource management is able to improve sales force performance in the case example here is PT. Perdana Mitra Abadi Cianjur which develops the potential of its employees through the development of human resource management, namely providing in-service training to its employees regarding product knowledge and soft skills.

APA, Harvard, Vancouver, ISO, and other styles

31

Drexl, Andreas, and Knut Haase. "Fast Approximation Methods for Sales Force Deployment." Management Science 45, no. 10 (October 1999): 1307–23. http://dx.doi.org/10.1287/mnsc.45.10.1307.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Upadhyay, Shikha. "Sales Force Development: A Predictor of Customer Relationship Management." Training & Development Journal 11, no. 2 (2020): 69–76. http://dx.doi.org/10.5958/2231-069x.2020.00009.8.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Parthasarathy, Madhavan, Ravipreet S. Sohi, and Ronald D. Hampton. "Dual Diffusion: Analysis and Implications for Sales Force Management." Journal of Marketing Theory and Practice 2, no. 3 (July 1994): 1–14. http://dx.doi.org/10.1080/10696679.1994.11501655.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Bushardt, Stephen C., Aubrey R. Fowler, and Sukumar Debnath. "Sales Force Motivation: A Theoretical Analysis." Human Relations 41, no. 12 (December 1988): 901–13. http://dx.doi.org/10.1177/001872678804101202.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Abratt, Russell, and Manfred Klein. "Sales force compensation and incentive schemes: Practices in the South African pharmaceutical industry." South African Journal of Business Management 30, no. 3 (September 30, 1999): 65–71. http://dx.doi.org/10.4102/sajbm.v30i3.756.

Full text

Abstract:

Compensation plans that incorporate incentive schemes act as a sales force motivator. This study deals with sales force compensation plans from a management perspective, in the South African pharmaceutical industry. A literature review of incentive schemes is provided. Results are reported about the compensation plans and incentive schemes of 38 organisations. The design, implementation, and evaluation of sales force compensation and incentive schemes are discussed. Guidelines for the development of sales force incentive schemes are provided.

APA, Harvard, Vancouver, ISO, and other styles

36

Long, Xiaoyang, and Javad Nasiry. "Wage Transparency and Social Comparison in Sales Force Compensation." Management Science 66, no. 11 (November 2020): 5290–315. http://dx.doi.org/10.1287/mnsc.2019.3461.

Full text

Abstract:

When wages are transparent, sales agents may compare their pay with that of their peers and experience positive or negative feelings if those peers are paid (respectively) less or more. We investigate the implications of such social comparisons on sales agents’ effort decisions and their incentives to help or collaborate with each other. We then characterize the firm’s optimal sales force compensation scheme and the conditions under which wage transparency benefits the firm. Our results show that the work environment—which includes such aspects as demand uncertainty, correlation across sales territories, and the possibility of help/collaboration—plays a significant role in the firm’s compensation and wage transparency decisions. In particular, wage transparency is more likely to benefit the firm when demand uncertainty is low, sales outcomes are positively correlated across different sales territories, and sales agents can collaborate at low cost. We find that, contrary to conventional wisdom, social comparisons need not reduce collaboration among agents. Our study also highlights the importance of providing the right mix of individual and group incentives to elicit the benefits of wage transparency. This paper was accepted by Juanjuan Zhang, marketing.

APA, Harvard, Vancouver, ISO, and other styles

37

DeConinck, James B., and Paul C. Thistlethwaite. "Sales Managers Perceptions Of The Appropriate Response To Unethical Sales Force Behavior." Journal of Applied Business Research (JABR) 8, no. 1 (October 18, 2011): 118. http://dx.doi.org/10.19030/jabr.v8i1.6191.

Full text

Abstract:

This study reports the results of supervisory reactions of a group of sales managers to unethical sales behavior. The subjects evaluated the behavior of the salesperson in two scenarios. The performance of the salesperson and the consequences of the salespersons actions were significant predictors of supervisory reaction. Harsher discipline was used for poor performers and when the consequences of the unethical behavior were not severe.

APA, Harvard, Vancouver, ISO, and other styles

38

Atefi, Yashar, Michael Ahearne, James G. Maxham, D. Todd Donavan, and Brad D. Carlson. "Does Selective Sales Force Training Work?" Journal of Marketing Research 55, no. 5 (October 2018): 722–37. http://dx.doi.org/10.1177/0022243718803096.

Full text

Abstract:

Companies spend billions of dollars annually on sales force training, often carried out as off-site, multiday training events. However, the numerous challenges involved in training an entire sales group force many retailers to selectively train only a subset of their salespeople. It is crucial to know when selective training can be more effective and what composition of salespeople should be trained to benefit the entire group. This study addresses these questions using data from several stores of a retailer with different sales force training policies (full, selective, and no training [control]). The authors track the degree to which salespeople applied a customer relationship—building strategy taught in the training, along with more than 30 store- and salesperson-level covariates, and perform various analyses to correct for selection issues. They find that (1) selective training can be highly effective in stores with low performance diversity, (2) training salespeople with diverse tenures helps the spillover of training to the untrained, and (3) untrained salespeople with performance that is similar to the trained group are more likely to adopt the training-related behavior.

APA, Harvard, Vancouver, ISO, and other styles

39

Buttle, Francis, Lawrence Ang, and Reiny Iriana. "Sales force automation: review, critique, research agenda." International Journal of Management Reviews 8, no. 4 (December 2006): 213–31. http://dx.doi.org/10.1111/j.1468-2370.2006.00128.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Dalecki, Linden. "Sales as entrepreneurship at Ewing Kauffman’s Marion Laboratories." Journal of Research in Marketing and Entrepreneurship 18, no. 1 (July 11, 2016): 14–26. http://dx.doi.org/10.1108/jrme-02-2015-0009.

Full text

Abstract:

Purpose This paper aims to investigate how various sales personas interacted and played a role in the early growth of Ewing Kauffman’s Marion Laboratories in the 1950s. Design/methodology/approach The approach taken is a variation of “retrodiagnosis” – wherein modern psychographic personas are used to profile historical actors. After reviewing trends in both the academic and trade literatures related to professional and entrepreneurial selling in complex environments, the foundational sales force at Marion Laboratories active in the 1950s was assessed using the five sales personas proposed in a 2011 Corporate Executive Board (CEB) study: namely, hard-workers, relationship-builders, lone-wolfs, reactive-problem-solvers and challengers. Findings Individual members of the foundational sales force at Marion Laboratories displayed a number of dominant persona and subdominant persona traits. The relative success and managerial challenges evidenced by individual members of Marion’s foundational sales force are consistent with the CEB sales persona performance patterns. Specifically, those with dominant challenger and lone-wolf personas were especially crucial in driving sales success – to the point that Marion rapidly rose to become the most notable sales force in the American pharmaceutical vertical. Research limitations/implications Given that only a single firm was investigated, along with the interpretive and qualitative nature of the study, the findings are not generalizable. Additional studies in a similar vein with similar findings would add further support to the current findings. Theoretical implications related to customer development and effectuation are touched on. Practical implications The investigation lends qualitative historical support to the CEB study. The question of optimal-sales-team-persona-mix is worth founder’s consideration. Originality/value This is the first study to use contemporary sales personas to investigate a historically significant entrepreneurial sales force.

APA, Harvard, Vancouver, ISO, and other styles

41

Weeks, William A., Lawrence B. Chonko, and Lynn R. Kahle. "Performance congruence and value congruence impact on sales force annual sales." Journal of the Academy of Marketing Science 17, no. 4 (September 1989): 345–51. http://dx.doi.org/10.1007/bf02726645.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Darmon, René Y. "Optimal conditions for sales force equitable compensation." OR Spectrum 22, no. 1 (February 1, 2000): 35–58. http://dx.doi.org/10.1007/s002910050004.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Echchakoui, Said. "Sales force commissions in relationship marketing." Journal of Modelling in Management 12, no. 1 (February 13, 2017): 53–76. http://dx.doi.org/10.1108/jm2-02-2015-0003.

Full text

Abstract:

Purpose This paper aims to examine the roles of both aggregate and specific commission rates to control the sales force in relationship marketing with a customer portfolio. Design/methodology/approach Drawn on the concept of customer lifetime value and agency theory, the author calculated both specific and aggregate sales force commission rates in a relationship marketing perspective. Contrary to the prior researchers, the author assumes that, at any period, both the gross margins and retention rate of each customer are a stochastic function of the salesperson’s effort. Findings The results indicated that when there is symmetric information between a sales manager and salesperson, both aggregate and specific commissions can be used to monitor the sales force. Under asymmetric information, however, each type of commission rate can only be used under certain conditions. In addition, conditions in which the aggregate commission is equivalent to the specific commission for each customer were derived. Research limitations/implications Hypothetical data were used to explain the model. It would be more appropriate to use real data to see its managerial relevance. Originality/value In the author’s knowledge, this study is the first that specifically links scholastic customer’s retention and salesperson commission rate to monitor salesperson effort in relationship marketing. It is also the first that shows in which conditions aggregate and specific commission rates are equal for a salesperson’s customer portfolio management.

APA, Harvard, Vancouver, ISO, and other styles

44

Nair, Unnikrishnan K., and Keyoor Purani. "KHL: Consulting for Managing Sales Force Attrition (A)." Asian Journal of Management Cases 15, no. 2_suppl (November 2018): S25—S43. http://dx.doi.org/10.1177/0972820118806399.

Full text

Abstract:

Kalpak Healthcare Limited (KHL), a large pharmaceutical company in the southern part of India, once faced severe sales force turnover in its Life Branded Medications SBU, popularly called the Branded SBU (B-SBU). It became an issue of highest concern to the top management of KHL; so they appointed a team of consultants from a premier management school in the region to study the issue and recommend possible solutions and strategies. Over a period of 6 months, the consultants conducted extensive research—studying internal company records, analysing the industry and external environment, gathering qualitative data through in-depth interviews (DIs) and focus group discussions (FGDs) among KHL employees and executing a division-wide quantitative survey labelled as Manpower Mood Meter (M3) among the field executives—and finally came up with recommendations. The case is organized as two independent, successive ones—A and B. Case (A) describes the consultants’ engagement with KHL and ends with them pondering over the types of analyses to be done with the huge volume of data they had collected. Case (B) details the kinds of analyses they actually do and the inferences they draw. The set of recommendations the consultants finally make to the KHL top management is given in the epilogue of the teaching note. The critical value of this case lies in its ability to open up the students’ minds to the dynamic interplay of multiple factors—individual, managerial, organizational, industrial-contextual and historical—that holistically affect a phenomenon like ‘attrition’ in organizations. This could perhaps also be one of those rare cases that makes use of the principles of System Dynamics in a real, applied and combined context of marketing and human resource (HR) management.

APA, Harvard, Vancouver, ISO, and other styles

45

Nair, Unnikrishnan K., and Keyoor Purani. "KHL: Consulting for Managing Sales Force Attrition (B)." Asian Journal of Management Cases 15, no. 2_suppl (November 2018): S44—S54. http://dx.doi.org/10.1177/0972820118806434.

Full text

Abstract:

Kalpak Healthcare Limited (KHL), a large pharmaceutical company in the southern part of India, was facing severe sales force turnover in its Life Branded Medications SBU, popularly called the Branded SBU (B-SBU). It became an issue of highest concern to the top management of KHL; so they appointed a team of consultants from a premier management school in the region to study the issue and to recommend possible solutions and strategies. Over a period of six months, the consultants conducted extensive research—studying internal company records, analysing the industry and external environment, gathering qualitative data through in-depth interviews and focus group discussions among KHL employees and executing a division wide quantitative survey labelled as Manpower Mood Meter (M3) among the field executives—to finally come up with recommendations. The Case is organized as two independent, successive ones—A and B. Case (A) describes the consultants’ engagement with KHL and ends with them pondering over the types of analyses to be done with the huge volume of data they had collected. Case (B) details the kinds of analyses they actually did and the inferences they drew. The set of recommendations that the consultants finally make to KHL top management is given in the epilogue of the teaching note. The critical value of this case lies in its ability to open up the students’ mind to the dynamic interplay of multiple factors—individual, managerial, organizational, industrial-contextual and historical—that holistically affect a phenomenon like ‘attrition’ in organizations. This could perhaps also be one of those rare cases that makes use of the principles of System Dynamics in a real, applied and combined contexts of marketing and human resource management.

APA, Harvard, Vancouver, ISO, and other styles

46

Rodrigues, Graziela Perretto, Cecília Souto Maior de Brito, Renata Bárbara Moreno, Ana Maria Machado Toaldo, Paulo Henrique Muller Prado, and Renato Zancan Marchetti. "The mediator role of sales force management capability on the relation between market orientation and financial performance." Teoria e Prática em Administração 10, no. 1 (April 2, 2020): 71–83. http://dx.doi.org/10.21714/2238-104x2020v10i1-49935.

Full text

Abstract:

Purpose: This study demonstrates that sales force management capability (SFMC) is a driver to financial performance when influenced by marketing orientation. Wherefore, the researchers explore how each SFMC ́s dimension (salesforce structuring, talent management, and customer targeting) contributes on the relation between MO and financial performance. Methodology: A survey (n=223) was applied in Information and Communication Technology (ICT) companies in Brazil. Structural equation modeling allowed us to understand how the sales management forces capability ́s dimensions influence the relation between market orientation and financial performance intensity. Findings: It is demonstrated that MO influences the three SFMC capability dimensions (salesforce structuring, talent management, and customer targeting), mainly customer targeting and talent management. Furthermore, it is shown that the relation between MO and financial performance is mediated by SFMC capability. Theoretical contributions: This study contributes to the marketing literature by showing that MO may be applied jointly to SFMC in order to improve performance. Furthermore, it is demonstrated that SFMC to enhance financial performance. Consequently, this study promotes a better understanding of the process in which MO may be related to SFMC, and how each specific dimension of SFMC influences financial performance. Practical contributions: Marketing managers and sales managers should sharing information about the market to achieve better financial results and competitive advantage. Also, practitioners should use market information strategically to segmenting and positioning sales force. In addition to customers, competitors, and environmental forces, petitioners should make an effort to manage their organizational resources better. Firms should use market information to improve performance and engage marketing managers to support sales investment.

APA, Harvard, Vancouver, ISO, and other styles

47

Darmon, Rene Y. "Optimizing a Two-Step Sales-Force Selection Process." Journal of the Operational Research Society 37, no. 6 (June 1986): 549. http://dx.doi.org/10.2307/2582582.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Darmon, René Y. "Optimizing a Two-Step Sales-Force Selection Process." Journal of the Operational Research Society 37, no. 6 (June 1986): 549–60. http://dx.doi.org/10.1057/jors.1986.97.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Luluk Maliyah, Parmei, Pompong B. Setiadi, and Sri Rahayu. "The Effect of Knowledge, Work Experience, and Work Spirit on Performance of Employees PT. Adira Dinamika Multifinance Pasuruan." Dinasti International Journal of Management Science 4, no. 1 (September 22, 2022): 70–80. http://dx.doi.org/10.31933/dijms.v4i1.1404.

Full text

Abstract:

As the relationship management perspective has been criticized and contradicting for focusing too much on individual entities, two parallel research tracks encourage business practices to view relational exchanges from a systems perspective. These two literary streams exist across the performance domain, sales force customization, sales force management, and sales to domain. The sales process can be seen as an episodic and non-linear exchange involving a large number of stakeholders. Our systematic review of the sales literature reveals a rich science that parallels the above characteristics. At the same time, this research fails to integrate management school perspectives or to identify links that illustrate the foundations of neoliberalism and improved the welfare states. We aim to develop a middle-class theory of the well-being of the sales ecosystem by combining the sales performance and performance of the sales ecosystem that can be targeted to this emerging of increasing the sales insurance product

APA, Harvard, Vancouver, ISO, and other styles

50

Kalyani, V., and R. Saravanan. "Does spiritual intelligence contribute to sales force effectiveness." International Journal of Electronic Marketing and Retailing 11, no. 4 (2020): 352. http://dx.doi.org/10.1504/ijemr.2020.10033115.

Full text

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!