Improving the performance of the industrial sales force in the 1990s

Hise, Richard T.; Reid, Edward L.

doi:10.1016/0019-8501(94)90042-6

Cited by 17 publications

(7 citation statements)

References 3 publications

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“…These systems have been positioned in the sales force literature as a powerful tool for increasing sales productivity (Hise & Reid, 1994). Thus, it is not surprising that some researchers have underlined the importance of conducting research into the Sales Force Automation (SFA) domain (e.g., Marshall, Michaels, Stone, & Jawahar, 2001).…”

Section: Introductionmentioning

confidence: 99%

Antecedents and consequences of CRM technology acceptance in the sales force

Avlonitis

Panagopoulos

2005

Industrial Marketing Management

205

126

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Section: Introductionmentioning

confidence: 99%

Antecedents and consequences of CRM technology acceptance in the sales force

Avlonitis

Panagopoulos

2005

Industrial Marketing Management

205

126

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“…Pressures on competitiveness from global sourcing, reductions by major customers in supplier bases, and the additional problems imposed by low economic growth, add urgency to the imperative for searching out greater effectiveness and superior performance in selling operations (Hise and Reid, 1994;Babakus et al, 1997). The result of such pressures has been aggressive efforts by some firms to counteract escalating sales costs and declining sales force productivity, through such mechanisms as account management, lead generation systems, computer-assisted sales programmes, telemarketing and systems contracts, in companies like Ingersoll-Rand, Hewlett Packard and General Electric (Hise and Reid, 1994).…”

Section: Introductionmentioning

confidence: 99%

Sources of effectiveness in the business‐to‐business sales organization

Piercy¹,

Cravens

Morgan

1997

Journal of Marketing Practice: Applied Marketing Science

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The significance of the search for sales organization effectiveness is underlined by the major costs represented by the field salesforce for many organizations, and it is heightened by the pressures of global competition and new challenges to develop long‐term customer relationships as the foundation for competitive and sustainable marketing strategies. A study of sales management in British companies adds to an emerging research stream by identifying certain characteristics of superior performance and effectiveness in the business‐to‐business sales organization. We find that conventional measures of salesforce size, call‐rates, costs and productivity reveal relatively little about the differences between more effective and less effective sales organizations and may be dangerously misleading. The hallmarks of effective sales organizations we found to be: balanced compensation strategy; successful salesperson characteristics, in terms of motivation, customer orientation, team orientation, and sales support orientation; high performance in the drivers of sales effectiveness, i.e. sales presentation, technical knowledge, but most particularly adaptiveness, teamwork, sales planning, and sales support; the use of behaviour‐based control approaches involving effective monitoring, directing, evaluating and rewarding activities by sales managers; and, sound organizational structures. The research findings contribute benchmarks to a powerful management agenda to be addressed by executives in pursuing sales organization effectiveness.

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“…The unmistakable trend towards accountability in marketing (Lilien et al, 1998) and the pressure to enhance profitability have motivated managers to identify and implement effective salesforce management practices. Increasing global competition, low levels of economic growth and shrinking customer bases have accelerated the need to identify determinants of effective performance within the sales organization (Babakus Î et al, 1994;Hise and Reid, 1994). Within the marketing function, management of the salesforce is of critical importance in many firms due to the number of salespeople employed and the amount of money spent maintaining it.…”

Section: Introductionmentioning

confidence: 99%

Salespeople characteristics, sales managers’ activities and territory design as antecedents of sales organization performance

Barker

2001

Marketing Intelligence &Amp; Planning

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The impact of characteristics of salespeople, activities of sales managers and territory design are investigated as antecedents of sales organization performance among Canadian salesforces. Based on MANOVA analysis of responses from 102 field sales managers, more effective sales organizations have salespeople who are more motivated, employ managers who direct more and are more satisfied with the design of their territories. Sales managers must adopt better people and communication skills to train and direct their salespeople who are expected to provide better service and establish long-term relations with their customers.

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Improving the performance of the industrial sales force in the 1990s

Cited by 17 publications

References 3 publications

Antecedents and consequences of CRM technology acceptance in the sales force

Antecedents and consequences of CRM technology acceptance in the sales force

Sources of effectiveness in the business‐to‐business sales organization

Salespeople characteristics, sales managers’ activities and territory design as antecedents of sales organization performance

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