Making Sales Technology EffectiveFirms invest billions of dollars in sales technologies (STs; e.g., customer relationship management, sales automation tools) to improve sales force effectiveness and efficiency. However, the results expected from ST investments are often not achieved. This article proposes relationship-forging tasks that are critical to the link between ST use and key aspects of salesperson performance (i.e., a salesperson's relationship-building performance with customers and administrative performance). The authors evaluate relationship-forging tasks in the context of a model that considers the antecedents and consequences of three different uses of ST: accessing, analyzing, and communicating information. In general, the results of a field study, which is analyzed using blockrecursive structural equation modeling, support the relationship-forging theory and show that relationship-forging tasks predict 57% of the variance in a salesperson's relationship-building performance with customers. The findings also support hypotheses that using ST either to analyze or to communicate information has mediated positive effects on a salesperson's relationship-building performance with customers. However, a salesperson's use of ST to analyze information has negative influences on administrative performance, creating an unexpected trade-off for sales and marketing managers.

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Sales force, Relationship, Embedded,

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