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

Barker, A. Tansu

doi:10.1108/02634500110363772

Cited by 14 publications

(2 citation statements)

References 40 publications

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“…Sales managers play a critical role in establishing and maintaining salesperson and customer relationships by enforcing management policies designed to guide and shape salesperson behavior. These policies – monitoring, directing, evaluating and rewarding salespeople – influence their go-to-market strategies, customer selection as well as motivation and direct selling effort (Tansu Barker, 2001; Høgevold et al , 2022). Research recommends no single best sales management policy, so managers should implement behavioral and outcome controls that best align firm and salesforce needs (Anderson and Oliver, 1987).…”

Section: A Multi-stakeholder Multi-outcome Perspective Of the Sales F...mentioning

confidence: 99%

Salespeople and teams as stakeholder and knowledge managers: a service-ecosystem, co-creation, crossing-points perspective on key outcomes

Plouffe,

DeCarlo,

Fergurson

et al. 2023

EJM

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Purpose This paper aims to explore the increasing importance of the intraorganizational dimension of the sales role (IDSR) based on service-ecosystem theory. Specifically, it examines how firms can improve interactions both internally and with external actors and stakeholders to both create and sustain advantageous “thin crossing points” (Hartmann et al. 2018). Academic research on sales ecosystems has yet to fully harness the rich insights and potential afforded by the crossing-point perspective. Design/methodology/approach After developing and unpacking the paper’s guiding conceptual framework (Figure 1), the authors focus on crossing points and the diversity of interactions between the contemporary sales force and its many stakeholders. They examine the sales literature, identify opportunities for thinning sales crossing points and propose dozens of research questions and needs. Findings The paper examines the importance of improving interactions both within and outside the vendor firm to thin crossing points, further develops the concept of the “sales ecosystem” and contributes a series of important research questions for future examination. Research limitations/implications The paper focuses on applying “thick” and “thin” crossing points, a key element of Hartman et al. (2018). The primary limitation of the paper is that it focuses solely on the crossing-points perspective and does not consider other applications of Hartman et al. (2018). Practical implications This work informs managers of the need to improve interactions both within and outside the firm by thinning crossing points. Improving relationships with stakeholders will improve many vendor firm and customer outcomes, including performance. Originality/value Integrating findings from the literature, the authors propose a conceptual framework to encompass the entire diversity of idiosyncratic interactions as well as long-term relationships the sales force experiences. They discuss the strategic importance of thinning crossing points as well as the competitive disadvantages, even peril, “thick” crossing points create. They propose an ambitious research agenda based on dozens of questions to drive further examination of the IDSR from a sales-ecosystem perspective.

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Section: A Multi-stakeholder Multi-outcome Perspective Of the Sales F...mentioning

confidence: 99%

Salespeople and teams as stakeholder and knowledge managers: a service-ecosystem, co-creation, crossing-points perspective on key outcomes

Plouffe,

DeCarlo,

Fergurson

et al. 2023

EJM

View full text Add to dashboard Cite

show abstract

“…Piercy et al (2004b) stated the positive impact of the outcome control system on the effectiveness of the sales organization. Another study by Barker (2001) concluded that more effective organizations have a higher salary ratio and that the managers are very active in directing and training the sales force. This implies that organizations which use behaviour-based control are more effective.…”

Section: Salesforce Characteristicsmentioning

confidence: 99%

The Efficacy of Salesforce Control Systems: Their Impact on the Pharmaceutical Industry in India

Fatima,

Khan,

Mohammad

2023

Management and Labour Studies

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The salesforce control system plays an important role in salesforce performance and organization effectiveness. This study investigates the influence of behaviour-based and outcome-based control systems on eight performance-related variables. Data have been collected from sales executives of pharmaceutical companies in India on the basis of a self-administered survey. A standardized close-ended survey instrument was utilized to gather the data. Post screening, a usable sample of 346 responses was analysed by employing partial least square structural equation modelling. The results indicate that although both kinds of salesforce control systems are acceptable, the behaviour-based one appears to be slightly better. Academic and managerial implications are discussed in this article.

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Will they buy it? Why managers must be able to sell

Hargie¹,

Dickson²,

Tourish³

2004

Communication Skills for Effective Management

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

Cited by 14 publications

References 40 publications

Salespeople and teams as stakeholder and knowledge managers: a service-ecosystem, co-creation, crossing-points perspective on key outcomes

Salespeople and teams as stakeholder and knowledge managers: a service-ecosystem, co-creation, crossing-points perspective on key outcomes

The Efficacy of Salesforce Control Systems: Their Impact on the Pharmaceutical Industry in India

Will they buy it? Why managers must be able to sell

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