Sales Teamwork: A DOMINANT STRATEGY FOR IMPROVING
SALESFORCE EFFECTIVENESS

El‐Ansary, Adel L.; Zabriskie, Noel B.; Browning, John M.

doi:10.1108/08858629310044183

Cited by 19 publications

(5 citation statements)

References 3 publications

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“…The result in this study provides empirical evidence that of highly significant impact of teamwork on KPI achievement (β = 0.251, t-Value = 2.695). This result is consistent with El-Ansary et al (1993) and Rabey (2003) who found the performance could be enhanced by the synergy of teamwork. The possible reason could be regular interactions between the employees and superior will encourage, intensify the bonds, and create an auspicious of organizational environment.…”

Section: Teamworksupporting

confidence: 91%

Determinants of Sales Force Performance in Banking Sector: A Case of Malaysia

Kosim

Ahmad

Choo

2016

IMBR

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Globalisation, deregulation, technology, competition and new customersâ€™ needs influence the banks to adopt marketing approach in promoting their product and services to generate income. In this aspect, personal selling which focuses on selling skills of banking employees becomes a very important banking function. This study intends to investigate the relationship between the determinants namely teamwork, learning, leadership, communication and, high performance culture and Key Performance Indicators (KPI). Inspite of the importance of KPI in measuring performance of salesforce, there is a lack of published empirical findings to explain the influence of these predictors on KPI achievement in banking sector.This study reported that the model explains 0.21 percent of the variance in KPI achievement. In which teamwork and high performance culture are found to be positive and significantly related. This new finding appears to imply that bank should cultivate and promote teamwork and high performance culture to ensure KPI highly achievable and enhance banks profitability.

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Section: Teamworksupporting

confidence: 91%

Determinants of Sales Force Performance in Banking Sector: A Case of Malaysia

Kosim

Ahmad

Choo

2016

IMBR

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“…Barker (1997) claims that``automated salespeople'' are on average three times more productive than sales staff in firms without IT-related selling facilities because computer technology contributes substantially to sales forecasting and planning, the rapid provision of customer contact and status information, and the accumulation of knowledge about markets, distribution channels, customer service requirements, etc. Note moreover how teamwork and knowledge sharing is known to be critically important for improving sales force effectiveness (El-Ansary et al, 1993;Barker, 1997).…”

Section: The Investigationmentioning

confidence: 99%

Organisational factors and knowledge management within large marketing departments: an empirical study

Bennett

Gabriel

1999

Journal of Knowledge Management

237

148

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One hundred and seventy‐nine heads of sales or direct marketing departments in large UK companies across five industry sectors completed mail questionnaires concerning the knowledge management (KM) practices employed by their firms. The extents of the KM systems operating within sample enterprises were analysed with respect to each company’s use of teamwork, level of bureaucracy and centralisation of decision making, innovativeness, and ability to cope with change. Respondents’ views on the contributions of KM to marketing management were also examined.

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“…The specific role of sales management in assisting salespeople to perform well is less clear. One industry-based study identified five factors which contribute to a high performance salesforce (El-Ansary et al, 1993). These influences are sales teamwork, sales training, supplier relations, hiring practices, and sales manager characteristics.…”

Section: Introductionmentioning

confidence: 99%