An Empirical Investigation of the Antecedents of Sales Force Control Systems

Krafft, Manfred

doi:10.2307/1251779

Cited by 133 publications

(135 citation statements)

References 14 publications

(35 reference statements)

Supporting

Mentioning

125

Contrasting

Unclassified

Order By: Relevance

“…We utilize data collected by Krafft (1999) in his study pertaining to sales-force control systems. His data were obtained via a mail survey of 1,099 chief sales executives of German sales forces (for details, see Krafft 1999 or Krafft, Lal, andAlbers 2004).…”

Section: Datamentioning

confidence: 99%

Price Delegation in Sales Organizations: An Empirical Investigation

Hansen

Joseph

Krafft

2008

Bus Res

Self Cite

View full text Add to dashboard Cite

show abstract

Section: Datamentioning

confidence: 99%

Price Delegation in Sales Organizations: An Empirical Investigation

Hansen

Joseph

Krafft

2008

Bus Res

Self Cite

View full text Add to dashboard Cite

show abstract

“…Agency focuses on contracts between a principal (sales manager in this context) and one agent (salesperson) to whom decision-making is delegated, and considers exchanges based in either agent's performance outcomes or behavior, determining variable or fixed compensation respectively (Anderson & Oliver, 1987;Eisenhardt, 1985;Gencturk & Aulakh, 1995;Krafft, 1999;Lapierre & Skelling, 2005;Mallin & DelVecchio, 2008;Stathakopoulos, 1966).…”

Section: Sales Control Systemsmentioning

confidence: 99%

“…Salesforce represents the largest part of marketing personnel and budget in many firms (Cravens, Ingram & LaForge, 1993;Piercy, 2006), especially in the industrial sector (Krafft, 1999;Robertson & Anderson, 1993), justifying the importance of control on sales activities as a means to improve organizational effectiveness and customer satisfaction. Salesperson performance has been related to the sales organization effectiveness, so understanding what drives sales performance is becoming an essential sales management assignment .…”

Section: Introductionmentioning

confidence: 99%

Clustering the mediators between the sales control systems and the sales performance using the AMO model: A narrative systematic literature review

Benet-Zepf

Marín-García

Boluda

2018

View full text Add to dashboard Cite

Purpose: To identify all types of sales force control systems in the academic literature, and to cluster the mediators between these controls and the performances, according to the AMO model (abilities, motivations, and opportunities), analysing how each of these three groups of mediators are influenced by control systems, and how they impact on the sales performance, using a systematic literature review.Design/methodology: Scientific papers published during the last 32 years, using as databases: Business Source Premier (EBSCO), Science Direct, Scopus, Web of Science, and Google Scholar. Business, Management and Social Sciences were taken as selection fields. False positives identification, exclusions after reading the abstracts, and after reading the whole article, was performed by the authors by consensus. 114 articles of the initial selection of non-repeated references, together with 28 additional citations integrated the final selection. Findings:A new framework based on a grouping of mediators between the control systems and the performances, into abilities, motivations and capabilities is proposed. Practical implications:These findings suggest as a managerial contribution, that coaching and leading -rather than commanding-to be a more appropriate control attitude, especially when the salesperson is younger or unexperienced.Originality/value: As academic result, the review highlights that all three groups from the AMO model evidence positive impacts on sales performance when a behavioral control system (mostly from the capability part) is in use, by enhancing salesperson's skills, motivation, and organizational conditions and support, fostering as a result, a salesperson relational approach and a customer orientation, which generate the best outcomes in the long term.

show abstract

“…Sales departments account for the largest portion of personnel and marketing budget for many firms [1][2][3][4], especially in the selling of industrial products, where salespeople (1) are the interface between suppliers and buyers [5,6], (2) represent the service component of the seller's offering [7] and (3) are the only function that generates sales/ incomes. The significant role of salespeople on customer satisfaction and financial performance has created a growing interest in the academic world for studying this business area over the last thirty years.…”

Section: Introductionmentioning

confidence: 99%